When Peloton’s stock debuted in 2019, CFO Jill Woodworth believed the playbook was air‑tight. She had shifted fiscal calendars, re‑segmented reporting and shaped statements that “tell a story,” she tells us. Then COVID hit. Orders “flew nine‑fold overnight,” marketing was switched off, and customer focus narrowed to a single metric: getting bikes from order to doorstep.
Read MoreWait times ballooned to “four or five months,” but earlier bets—a vertically integrated Taiwanese factory and Peloton‑owned delivery crews—proved “fortuitous,” enabling a sprint to drive delivery toward one week. When demand fell just as quickly, Woodworth slashed the bike’s price and led a restructuring that cut “$800 million of costs,” announcing it days after the board replaced the CEO. The lesson, she says, is clear: even elegant models need room for the unimaginable.
That conviction now guides her first months at Prenuvo, where a patient can slip into an MRI bore and, under an hour later, leave with a radiologist‑written report on every organ and joint, Woodworth tells us. She is “learning the business” alongside technology, AI and clinical teams, convinced the company holds “so many different ways to grow,” including a new biomarker offering. Finance remains small yet “mighty,” but she will embed analysts so thoroughly that the head of clinical practice “doesn’t want to be in a meeting without” them. Acting as co‑pilot to the CEO, she intends to safeguard a balance sheet that grants “every available option” for raising capital—ensuring, this time, finance anticipates both the surge and the calm that follow ahead.
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CFOTL: Tell us about this company—what’s it about, and what are its offerings?
Woodworth: Prenuvo is the leader in proactive screening. We perform whole‑body MRIs in under an hour, giving patients detailed insights into every organ and joint. A board‑certified radiologist writes a comprehensive report, so people learn more about their health in that single hour than they might in years of routine check‑ups. From my perspective, this is exactly where preventive health care needs to go.
CFOTL: What opportunity do you see at Prenuvo, and what are your top priorities for the coming year—is your mandate to scale the business?
Woodworth: First, I need to learn the business, so I’m diving into every function—technology, AI, clinical operations—to understand how we create value. Prenuvo has many growth paths, from opening new clinics to rolling out complementary offerings like biomarkers. Our finance team is small but mighty, and I’ll add talent while embedding finance partners across the organization. My goal is a finance function everyone wants in the room because it sharpens decisions. I also plan to be a strategic partner to the CEO as we weigh market expansion, new products, and capital strategy, ensuring a strong balance sheet and full optionality so finance never constrains our mission.
Prenuvo | www.prenuvo.com | San Francisco, CA