Good Controller/Bad Controller – CFO

Again in 2012, Ben Horowitz published an write-up titled “Great Merchandise Supervisor/ Poor Merchandise Supervisor.” We borrowed from his structure as we assessed a key job in a rapid-increasing company’s finance organization: the controller. (See our prior column, Great CFO/Poor CFO.) Special many thanks to Aman KothariDarko Socanski, and the Bessemer Venture Companions CFO Advisory Board for their contributions.

Obtaining the ideal company controller for the scale and phase of expansion for your organization is essential. If your organization is a compact, rapid-increasing organization, a “big company” controller may possibly be unable or unwilling to roll up their sleeves to lean in and assist deal with your most significant issues. If your organization is far more mature, an remarkable, fingers-on compact organization controller may possibly have problem developing a sturdy team and pondering and performing strategically.

The “goldilocks” controller has the ideal combine of capabilities and

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