Finance at an AI Company
Finance at Conversica (The Wins)
I had committed to 5 years, and even though I didn’t envision it taking as long as it did, we finally achieved most of what we originally set out to accomplish back in October 2019.
When I stepped in as CEO in 2019, Conversica’s finance function was heavily reactive, chasing numbers across silos and compiling data manually from dozens of systems. Forecasting was opaque. Budget ownership was diffuse. And the concept of strategic finance was far from embedded.
Fast-forward to 2025, and finance had become a driver of transparency, accountability, and company-wide rigor. We didn’t just produce reports—we ran the cadence. We shifted from measuring hardly anything to measuring everything (400+ KPIs) to finally tracking just what truly mattered. In the end, each function owned 5 or so mission-critical metrics, which were automatically pulled into dashboards that served as a single source of truth.
What changed? First, we collapsed our financial tooling stack—eliminating redundant systems and integrating core data sources into a centralized reporting layer. RevOps was placed under Finance and the team was tasked to build a live KPI dashboard that became the backbone of every executive meeting, MBR (monthly business review) and QBR (Quarterly Business Review).
Second, we aligned forecast models to strategic objectives. Rather than treating finance as an after-the-fact scorekeeper, we embedded FP&A into decision-making—budget asks, headcount planning, GTM modeling, and ROI analysis were now cross-functional efforts.
Finally, we empowered finance to lead. Monthly forecast rollups weren’t passive reviews—they were action-oriented sessions where Peter Lockinger (CFO) would identify gaps early, propose reallocations, and hold every function accountable to plan vs. actual. It turned the team into stewards of resource alignment—not just cash control.
Finance – Strategic Headwinds (The Losses)
Despite the progress, our finance journey wasn’t without turbulence:
Too Many Metrics, Too Little Meaning (Early On)
Our initial instinct to measure 400+ KPIs buried insights in noise. Teams spent more time filling out sheets than driving outcomes. It took time—and some tension—to enforce focus.
Systems Fragmentation Slowed Us Down
Finance struggled with fragmented systems for too long. Disconnected CRM, ERP, and billing tools created manual churn and inconsistent reports. Full integration came late in the game.
Hounding for Inputs Became the Norm
Until we hit our stride, finance often had to “chase down” executives for data. The absence of system-driven updates meant finance played enforcer, not enabler—which drained time and morale.
Budgeting Was a Black Box for Too Long
For years leading up 2019, budget planning was an annual slog with little transparency. Beginning in November 2019, it took several cycles to introduce rolling forecasts, owner-based models, and real-time variance tracking.
Advice From One CEO to Another – Building Finance into a Strategic Engine
Simplify Ruthlessly
You don’t need 400 metrics—you might need 20 that matter. Get alignment on what truly drives the business, and let the staff decide if they need to track everything else.
Design Finance As a Service Function for Operators
Your best finance team doesn’t just “do books”—they enable execution. They give every function data, context, and clarity so they can make faster, smarter calls.
Automate the Inputs, Humanize the Insights
Build a data layer that auto-pulls from CRM, ERP, billing, HRIS—then free your team to ask questions, spot trends, and drive better decisions. User your MBRs to review trends, not data points.
Make Forecasting a Living Process
Quarterly forecasts are too slow. Move to monthly rolls, tied to board-level OKRs. Give finance the power to propose reallocations and drive re-prioritization in real-time.
Teach Storytelling, Not Just Spreadsheets
A great CFO is also your best communicator. If your CFO is silent, it’s time for a change. Then, help your finance leaders frame data into narrative—what’s happening, why it matters, what we do next.
Link Budgets to Strategy, Not History
Don’t just fund what’s worked. Fund what’s next. Every dollar should be traceable to a strategic objective—not just a carryover from last year.
Conclusion
In 2019, Conversica’s finance team was overworked, under-leveraged, and often playing catch-up. By 2025, they had become central to execution—trusted not just for numbers, but for insight, foresight, and leadership. We didn’t get there by demanding more reporting. We got there by demanding more relevance, more clarity, and more partnership across the business.
If revenue is the gas, and customers are the engine, then finance is the steering wheel. You can drive without it—but only until the road curves. So steer wisely.
