Using M&A To ‘Accelerate Core Strengths’
‘Even the best acquisitions can fail if they’re too difficult to integrate,’ says Bluesight CFO Mark Peters. ‘We focus on operational and cultural alignment to ensure a less tumultuous combination.’
‘Even the best acquisitions can fail if they’re too difficult to integrate,’ says Bluesight CFO Mark Peters. ‘We focus on operational and cultural alignment to ensure a less tumultuous combination.’
‘We’ve raised far less venture capital than most software companies of our size, minimizing dilution and maximizing shareholder value,’ says LiveView Technologies’ CFO Andy Gale.
Frank Teruel, CFO of Arkose Labs, shares his view on finance’s role in cybersecurity, the CFO as business strategist and the formula for being an exceptional communicator.
For Italy-based Stevanato Group, positioning the company as a high-value solutions provider exclusively serving pharmaceuticals “was a turning point in gaining investor confidence,” says CFO Marco Dal Lago.
“My career evolved through opportunistic and intentional pivots,” says Braze CFO Isabelle Winkles. “Each was aimed at building a comprehensive toolkit for my ultimate goal: becoming a CFO.”
“Having a strong bench not only means that I am prepared for the future, but I can also export talent to other areas of our organization,” says Pathward CFO Greg Sigrist.