bkinion 2013-tech-forum v3 final

#TECH4CFOExisting and Emerging Technology:How Strategic CFOs Are Transforming Finance

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Managing the Transformation of Technological Change

Brian Kinion, VP Finance at Marketo


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• Prior Experience• SuccessFactorso Cloud transformation o Significant growth o Multiple challenges

Shifting to the Cloud from On Premise


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Move to business leadership


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SuccessFactorsFrom IPO (2007) to

SAP Acquisition (2012)


presented by The challenges………and solutions

Anticipation & Vision

Systems

Process

People

How We Get There

M&A

Transaction Volume

Business Model Changes

Accounting Pronouncements

Headwinds =

Volume, Complexity & Risk

1. Transaction

Management

2. Controlling the Business

4. Integrated Functional Excellence3.

Planning and Analysis

Challenge: Number of Transactions

Challenge: Consistent process excellence

Challenge: Talent & Insightful Value Drivers

Challenge: Leadership & Performance Management

Source: slide 34


presented by Our business requirements continued to exceed our technical capacity

2007 2008 2008 2009 2010 2011 2012

IPO EarlyFollow-on OfferingReductions in Staff 3 Acquisitions and EITF

08-01Plateau

AcquisitionPlanned Growth Acquisitions

and Federal

Technical Capacity

Business Requirements

People, Process, Systems

GAP to close

gap

gap

gapgap


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IT Challenges• CIO organization view of

departments owning, implementing and administrating their own systems created “siloed information” and master data management issues

• Lack of integrated systems• Lack of documented

process/policy• Heavy reliance on Excel

Growing Pains: 2007• IPO by “brute force” and “sheer

determination”• Buried in transactions and

manual processes• Significant deficiencies and

material weaknesses to address

• Long-term under investment in G&A functions

• Rebuilding financials while being audited

Need to create order out of the chaos and close the initial gaps


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System/process improvements while nailing Transactions/Compliance/Control and becoming more efficient

• Noise level dramatically reduced with regard to transaction errors• Added additional technical capacity across finance organization• Addressed and remediated significant deficiencies/material weaknesses• Added in-house NetSuite expertise and various system/process

improvements• Reduced reliance on Excel• Decreased day to close• Completed two follow-on offerings• Completed and integrated multiple acquisitions • Changed audit firms and navigated an SEC comment letter

Making progress (2008 to mid 2011)


presented by Systems improvements were helping BUT...

• A/P workflow/process review; to reduce headcount/increase volume with Coupa

• US Concur roll-out with integrated credit card program (2010)

Procure to Pay

• Lockbox implemented for collections (2008)• CRM transition from SFDC to Seibel to SFDC (Q209)• Big Machines (quotes) (Q309); previously in Excel w/ manual approvals• Avalara (sales tax) module (Q309); previously not charged/manual reserve• Xactly (commissions) (Q109); previously in Excel• OpenAir Implementation (Q210)• EITF RevRec Module (Q310); support of EITF 08-01 adoption

Quoteto Cash

• EquityEdge live (2007); previous in eProsper• Switched from ADP to Ceridian payroll (2009)

Payroll and Equity

• Hyperion Planning (2008) to Host Analytics (2011)• FAS (fixed assets) system (Q208); previously in Excel• Netsuite cash reconciliations implemented (Q208); previously in Excel • Clearwater (treasury analytics) system (Q308)• Netsuite stabilization (2009-2010) and brought system administration in-house• OneWorld (consolidation) module (2009); previously in Excel• Consolidated # of outsourced International Accountants with Nair (2009)

Record to Report


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New Demands + New Idea = New Organization

• All the system/process improvements were done while we were doing our day jobs

• Rapid growth and additional acquisitions raised more infrastructure questions and if our current system landscape would scale

• Built business case for technology transformation and focused team to make it happen

• Had established relationships existed across the enterprise which we leveraged for cross functional system/process improvements

• Hired “black belts” and process oriented staff who brought new skill sets such as project management/change enablement/training

• Built key dashboards in NetSuite for increased visibility to business• Increased efficiencies and—eliminating manual efforts

We needed to scale to support a $1B business


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Approach

• Defined scope and new technology landscape strategy to rip and replace multiple systems

• 10 week implementation of all SAP OnDemand products• Cross functional collaboration • Re-engineered key business processes • Clever use of interfaces and partner solutions • Intense use of key user tools

Transformation process


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• Approach

• Defined scope and technology landscape strategy• 10 week implementation of all SAP OnDemand products• Cross functional collaboration • Re-engineered key business processes • Clever use of interfaces and partner solutions • Intense use of key user tools

Transformation process


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A changed systems landscapePrior to being acquired by SAP- 13 major systems in place

After being acquisition SAP- One Integrated System End State

SAP®Sales OnDemand

SAP® SourcingOnDemandSAP® Travel

OnDemand

BIZX Platform / ECSAP® ContractManagement

Partner Solutions

BIZX Platform / EC


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Marketo: “I’ve seen this movie before”


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Asked what he wishes he had three years ago to make growth easier today, Fernandez says he wishes he’d invested more in IT systems.

“We got behind on systems and we’ve been playing catch-up,” he says. “I had the company so dialed towards growth and interacting with customers, that we forgot a little bit about the back office.

“All of a sudden you wake up one day, you’re a $100 million company, you’re public, and you’re pushing people to catch up.”

“We’ve been investing like crazy on systems infrastructure in the business, which is amazing. Companies can grow faster than IT departments can grow software.”

Smart Company (Nov 14, 2013)interview with Marketo CEO Phil Fernandez


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These look very familiar…

• Heavy reliance on Excel• Lack of system integrations • Lack of documented process and policy• Lack of maturity of systems needed to address being able to scale• Impact on systems and financial modeling • M&A execution and integration support• Training, retention and development of key players

Marketo challenges


presented by Poised for growth / scaling the business

Financial Planning

Commissions

CRM/Service Cloud

Sales Tax Engine

Professional Services

Automation

Marketing Automation

Quoting Workflow

Core GL/RevRec/Billing/Consolidations

Customer 360 View

Accounting for Stock-Based CompUS Payroll

M

MM

M

M

M

Foreign Bookeeper

Records

M

Complex Billing?

Procurement

Fixed Assets

M=Manual Upload


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• Be a champion for change and continuous improvement• Identify gaps in both systems/skill sets and close them• Build strong relationships throughout the organization and leverage

them• Partnership and collaboration are critical• Have a vision and be a leader and a cheerleader as needed• Be relentless and push your vendors for functionality and partnership• Network, network, network

No two system landscapes will look the same!

Transformation advice


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Q & A

Date post:	14-Jan-2017
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bkinion 2013-tech-forum v3 final

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