Back in 2012, Ben Horowitz published an report titled “Fantastic Product or service Supervisor/ Poor Product or service Supervisor.” We borrowed from his structure as we assessed a key role in a quick-developing company’s finance organization: the controller. (See our earlier column, Fantastic CFO/Poor CFO.) Particular thanks to Aman Kothari, Darko Socanski, and the Bessemer Undertaking Companions CFO Advisory Board for their contributions.
Locating the ideal corporate controller for the scale and stage of expansion for your organization is crucial. If your firm is a modest, quick-developing organization, a “big company” controller may possibly be unable or unwilling to roll up their sleeves to lean in and support handle your most crucial concerns. If your organization is much more experienced, an fantastic, hands-on modest firm controller may possibly have problems creating a strong workforce and contemplating and performing strategically.
The “goldilocks” controller has the ideal mix of