What does it take for a finance leader to garner a seat at the strategy table? Join us as Mike shares his finance transformation mindset and offers an inside glance at his journey inside a firm that has grown from 50 employees to 700 within the last four years.
Made Possible By
“This group has to be strategic. Our financial analysts have to be strategic. They are today paired up with different business groups and these analysts are viewed as being part of these groups.”
Docusign’s “GUT-CHECK” Metric: “For every dollar we spend on sales and marketing, we want to drive $1.00 of annual recurring revenue.”
Number of Users: “We are sort of a hybrid between a pure enterprise Saas company and a consumer company so we track the number of users and today we have over 40 million pople on our network and we add around 70,000 users everyday.”
Mentors & Advice:
David J. Barram, former CFO of Silicon Graphics and Apple.
Barram to Dinsdale: “The CFO is an unequal peer. You support everyone on the team, you have the CEOs ear unlike anyone else does, and you know what’s happening more than any other executive.”
Barram to Dinsdale: “You have to fly high and dive deep. Meaning you have to transition from very high level strategic stuff and be able to get into the minutiae details. People expect for you to know it all.”
Current Business Intrigue
How to build out Docusign’s business in new geographies.
Business Book Pick
Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising (APenguin Special from Portfolio) by Ryan Holiday
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