In the Room Where it Happens (Part 2)

At 30, Jay Peir stepped into the CFO role at SunPower, a high-efficiency solar cell manufacturer. The appointment came after leading M&A and venture investments at Cypress Semiconductor, where SunPower was the largest portfolio company. “I had my first CFO experience at the age of 30,” Peir tells us, recalling how corporate development responsibilities opened the door to finance leadership.That early leap reflected a broader pattern in his career: moving fluidly between finance and strategy. With dual engineering degrees from Stanford, Peir began in economic consulting before earning his MBA amid the rise and fall of the dot-com era. His background in technology and data analysis, he tells us, formed “my first chapter” and prepared him for navigating growth in fast-moving sectors.A decade at Tableau deepened those lessons. When revenue slowed and the company’s stock “dropped about 50% in one day,” Peir was tasked with helping lead a shift to subscription. He emphasizes that success required aligning stakeholders across sales, marketing, and finance, ensuring teams could both understand and articulate changes to customers. “There’s both internal and external change management,” he tells us, noting the importance of investor communication as well.Today, as Head of Strategy at Pigment, CFO Peir applies these experiences to scaling an AI-native planning platform. Pigment’s tools unify financial and operational planning, enabling companies to act on data with speed and flexibility. The company’s AI roadmap includes predictive analytics and autonomous agents, helping finance teams drive variance analysis, expense tracking, and forecasting more efficiently, Peir tells us.

When Craig Foster talks about artificial intelligence, he begins with scale. Pax8, the enterprise marketplace where he serves as CFO, connects vendors like Microsoft and CrowdStrike with 43,000 managed service providers. Those MSPs, he tells us, serve between 700,000 and 800,000 small and midsize businesses worldwide.Against that backdrop, Foster describes how AI is reshaping both internal operations and external opportunities. Inside Pax8, teams are experimenting across functions—from customer support to accounting—to automate what was once manual. The company, he tells us, has set a target “to do 20% more with 20% less,” relying on AI tools that are already available. Efficiency gains are not hypothetical; they are part of the current planning cycle.Externally, Foster sees what he calls “agentic marketplaces” emerging—ecosystems where AI modules act as labor components. Vendors are already building such agents, and Pax8 is designing its own. “We’re a marketplace,” he tells us, “so we need to incorporate those different… AI components and enable our downstream clients for efficiency.” He believes this wave, unlike earlier technology cycles, is reaching SMBs with unusual speed.The finance leader is also watching economics evolve in real time. Data aggregated across Pax8’s network shows strong interest, but pricing remains unsettled. Foster compares today’s uncertainty to the early days of API marketplaces, when usage-based models became standard. The question now, he tells us, is how to split value between provider and customer—whether by consumption, per interaction, or shared outcomes. “That’s probably the biggest challenge in industry right now,” Foster says.

The pivot began when Jim Rogers raised his hand. Groupon was shifting from mobile daily deals to a goods business in Europe, and—still early in his career—he volunteered to help lead the finance work. That step, he tells us, bridged his path from technical accounting into FP&A and set a pattern: seek out the build stage, then make finance a partner to the business.Rogers started in audit at Ernst & Young before moving through technical accounting and controllership into planning. He earned a master’s in accounting at Northern Illinois University to qualify for the CPA, he tells us. At Groupon, he advanced to head of FP&A for North America, experience that informed his philosophy at Tempus AI: “we’re not here to report the news,” he says—finance should enable decisions.Joining Tempus in 2017 as the first finance hire—when the company was pre-revenue, he tells us—Rogers built the function, became CFO in 2021, and helped steer the company public. He also stood up investor relations, initially outsourcing the function before bringing it in-house by the end of 2021, he tells us, investing time to educate analysts on a business that spans multiple categories.AI runs through Tempus’s work. Externally, a physician portal (“positive”) and the researcher tool “Lens” aim to make diagnostics and data more useful. Internally, large language models sift “hundreds of petabytes of data,” Rogers tells us, and surface real-time finance insights. The strategic throughline is discipline: double down on oncology, keep pilots siloed, and expand only when the core is ready—because, as he notes, “no two days are alike.”

In this Planning Aces special, three finance leaders map how AI is moving FP&A from dashboards to decisions. Andrew Casey (Amplitude) shows agents automating analytics, experiments, and order-to-cash checks to democratize insight and speed action. Eric Brown (Cohesity) contrasts AI’s capital intensity with the cloud era and spotlights an “epic data battle” where privileged datasets drive advantage. Chris Miorin (APEX Analytix) links on-prem investment and clean data to faster product velocity. Co-host Brett Knowles ties it together: avoid AI-washing; structure data; target reconciliations and cycle-time compression; and lead with outcomes. Viewpoints, AI’s value depends on governance, access, and execution discipline.

Chris Miorin’s path to the CFO office began in a crucible of leadership. At West Point, and later at Ranger School, he was forged in environments designed to test resolve. Commissioned shortly after 9/11, he knew combat was certain. Leading an infantry platoon in Iraq, he found himself working side-by-side with a colonel “30 years my senior.” The challenge, he tells us, was learning how to add value humbly yet confidently in an environment where everything was fluid. Those early lessons in partnership and adaptability became cornerstones of his leadership style.When Miorin left the Army, he reset with an MBA at Kellogg, which he calls “two years to really immerse in how businesses run.” Investment banking followed, where he advised some of the world’s largest oil and gas companies. In capital-intensive, cyclical industries, he saw firsthand how major decisions on raising capital, acquisitions, and divestitures shaped enterprise value. “It helped me understand how finance could have that strategic impact,” he recalls.From there, corporate development and M&A roles deepened his conviction that the CFO’s crucial role is capital allocation—directing resources to projects that generate the highest return on invested capital. At Ingersoll Rand, he added investor relations to his toolkit, learning how to tell a “story with numbers” that connected business strategy to investor interest.Looking back, Miorin points to four experiences—Army, investment banking, corporate development, and investor relations—as the foundation for his CFO journey. That foundation ultimately led to his first CFO appointment at SpendHQ, an opportunity introduced through his Kellogg network.

During what he calls a “terrible soccer game” his son was playing, Ademir Sarcevic picked up a recruiter’s call that would change his career. The game was lopsided, but the timing was fortunate. Within months, Sarcevic was interviewing with Standex International’s leadership team. By 2019, he was CFO of the diversified manufacturer, helping guide a portfolio that spans precision electronics to specialty machinery.Sarcevic’s readiness for that moment was shaped years earlier in Sarajevo. He came to the United States during the Bosnian war in the mid-1990s, an experience that taught him to “be ready for anything.” His first job after graduate school was at General Instrument Corporation, where a finance rotational program exposed him to audit, FP&A, and accounting. Later, at a pre-IPO company, he helped take the firm public—only to see the dot-com crash unfold immediately after. It was a lesson in resilience and the unpredictability of markets, Sarcevic tells us.International assignments added new perspectives. In Paris, he served as controller for a billion-dollar Tyco business, and in Switzerland he became CFO for a Pentair global unit. Along the way, he experienced more mergers, acquisitions, and divestitures than he can count, reinforcing the value of flexibility and objectivity.At Standex, Sarcevic applies these lessons through a disciplined M&A approach. Every acquisition, he tells us, must meet three tests: “strategic fit, financial sense, and culture.” That rigor has paid off—recent acquisitions, he notes, “have been phenomenal…performing better than we even thought.”

In Part Two of The Room Where It Happens, we continue our journey alongside CFOs who found themselves face-to-face with some of the most iconic business visionaries of our time. From Salesforce founder Marc Benioff to Intel’s Andy Grove, Cisco’s John Chambers, and Apple’s Steve Jobs, these finance leaders share the moments when vision collided with execution, when bold strategy met financial discipline. Their stories reveal not only what it meant to sit in those high-stakes rooms, but how those experiences reshaped their own leadership journeys. Once again, we’re reminded: history isn’t just made by visionaries—it’s co-written by CFOs.

Eric Brown vividly recalls his trial by fire at MicroStrategy. Joining a subsidiary, he expected to help deploy hundreds of millions from a planned secondary raise. Instead, “the parent company had a restatement…raised zero,” he tells us. Elevated to CFO, he faced layoffs of two-thirds of staff and operating margins at -40%. Over three years, Brown led a turnaround to +30% margins and a market cap recovery from $55 million to more than $1 billion. “Nothing really phases me,” he says of the experience.That resilience shaped how he later embraced growth. At Tanium, he oversaw hyperbolic expansion—ARR surging from $8 million to over $220 million in three years—while remaining operating cash-flow positive. At Electronic Arts, he guided the transformation from disc-based game sales to digital distribution. And at Informatica, he achieved what he once missed at another firm: leading a successful $1 billion IPO.Now at Cohesity, Brown sees a new frontier in AI. Comparing it to earlier waves like the internet and cloud, he emphasizes the capital intensity and strategic importance of data. Training large language models will be limited to “maybe eight to ten long-term” entities worldwide, he tells us. For Cohesity, which secures and curates customer data, AI offers both internal efficiencies—like case resolution and policy querying—and external growth through its Gaia platform.From existential crisis to IPO triumphs, Brown frames AI as the next defining wave. “The broad-based applicability is extraordinary,” he tells us, adding that the real battle will be for privileged data.CFOTL: Thank you for that perspective. You revealed to us pretty much what Cohesity is up to, and maybe you can tell us a little bit about the acquisition last year of Veritas. After that was announced, it was said you were now the largest data protection software provider by market share. How has that transformed your business strategy or competitive positioning?Brown: First of all, this transaction is a landmark deal—something that would make an amazing business school case study. To set it up: Cohesity, a private company with about $550 million in GAAP run-rate revenue, had just reached break-even. Then we bought 72% of Veritas in a carve-out from a private entity. That move doubled our size—Veritas had roughly $1.1 billion in GAAP revenue.You ask, how does a $500 million company buy a $1.1 billion company? The answer is you need a compelling case and a lot of capital. The case was horizontal consolidation: Veritas had an incredible install base but an older-generation product, while Cohesity had a next-gen hyper-converged product. Together, we could offer something better. With 4,000 Cohesity customers and 9,000 from Veritas—and only 2% overlap—we created a highly complementary enterprise customer base.To finance it, we essentially became a deal-specific private equity company, raising $950 million of equity and $2.8 billion of debt. We closed the deal in December last year. Since then, we’ve integrated at record speed—three to four times faster than you’d normally see in an M&A transaction. Every system has converged except customer care, which will be complete by November. Customer response has been strong, and the original thesis—that we’d be better together with a stronger roadmap and a future-proofed Veritas base—has proven absolutely true. This wasn’t just financial engineering; the combined product value proposition is rock solid, and it’s been great to see that play out.

In Part One of In the Room Where It Happens, we hear from four CFOs reflecting on formative moments when they found themselves face-to-face with legendary industry leaders. Gabi Gantus of Mytra recounts a pivotal meeting at Tesla with Elon Musk, while CFO Jason Child (Arm) shares an FP&A breakthrough alongside Jeff Bezos during Amazon’s early growth years. CFO Brian Gladden of Zelis reflects on leadership lessons from both Jack Welch and Michael Dell, and CFO (emeritus) Bill Korn of MBTC recalls joining Lou Gerstner’s high-stakes turnaround at IBM. Each story reveals how proximity to visionary leadership shapes careers and sharpens strategic thinking — long before the CFO title comes into view.

When people Google Bonterra, they often see 2021 as its starting point. That year, lead investor Apax joined with Vista, holder of Social Solutions, and Insight Partners, holder of EveryAction, to unite those businesses under one brand. But, as Matthew Hardy tells us, the company’s history stretches much further back—“We have customers that are 20–25-year-old customers, so (there are) a lot of longstanding relationships.”From its earliest days, Bonterra’s mission has been clear: provide “purpose-built software for nonprofits.” Today, that includes tools for strategic philanthropy, enabling Fortune 50 companies and foundations to distribute funds, manage grants, and ensure resources reach the right causes.Its Impact Management business works with both small nonprofits and large entities—including city and state initiatives involving millions of dollars—to answer the central question: “What’s the impact?” Hardy tells us many philanthropists have historically invested without a clear view of results; Bonterra’s solutions aim to change that.Fundraising and Engagement solutions—traditional CRM-style donor management platforms—serve nonprofits across the spectrum, from micro-organizations to nationally recognized names.Although backed by private equity “impact funds,” Hardy stresses there’s no easing of performance expectations. Bonterra tracks “all the same metrics you would typically see in your vertical SaaS companies”—from new and install base bookings to gross and net retention, margins, and EBITDA.Ultimately, Hardy’s strategic lens centers on value realization. “If your customers…aren’t finding significant value…you’re not going to last long,” he tells us. Whether helping nonprofits hit fundraising goals or guiding corporate giving programs, Bonterra’s work is measured by both mission and metrics.