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Articles by Russell
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How to Plan, Fund and Account for your Customer Success Operation
How to Plan, Fund and Account for your Customer Success Operation
I had the privilege of speaking on a panel today at Gainsight's Pulse Conference on How to Plan, Fund and Account for…
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Russell Nicholls reposted thisRussell Nicholls reposted thisU.S. based Engineers: Your next checkered flag awaits! We're rapidly hiring to increase our awesome pit crew and help thousands of shops thrive. #hiring #makeadifference #humblehungrysmart #engineers https://lnkd.in/gMUg3KKe
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Russell Nicholls reposted thisGreat opportunity at Shopmonkey. CX Operations Manager. Check out the link below. https://lnkd.in/g5Z2eG5u
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Russell Nicholls shared thisSo proud to be a part of this amazing company and group of people.
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Russell Nicholls shared this#4 Shopmonkey!! #1 in the category of "Business Products and Software Services" We're #hiring - come join our team!
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Russell Nicholls shared thisWere looking for a rain maker :)
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Russell Nicholls posted thisWe're hiring a Director of RevOps to help guide our rocket ship growth! This is an amazing opportunity to join our company filled with humble, hungry and smart people. https://lnkd.in/g9h3pdxb
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Russell Nicholls shared thisWe’re hiring a Director of Engineering. PM me if you, or you know someone that’s interested in joining our amazing company! https://lnkd.in/gzPDWsnj
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Russell Nicholls shared thisShopmonkey is excited to announce our $75 million Series C funding led by Index Ventures and Bessemer Venture Partners! With this funding, we are tripling down on our product and our team to continue to provide auto shops with the tools they deserve to scale and succeed. Thank you to all of our customers, partners, and amazing employees who have supported us on this journey. https://lnkd.in/gsMWNBxShopmonkey raises $75M Series C to help auto repair shops streamline their business | TechCrunchShopmonkey raises $75M Series C to help auto repair shops streamline their business | TechCrunch
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Russell Nicholls reacted on thisRussell Nicholls reacted on thisWent back to Santa Clara University a few weeks back to workshop with the water polo team. 9am. Near-full attendance. That's the athlete mindset, personified. Most of them were quietly wrestling with the same thing: the traditional internship / summer job doesn't fit the schedule. School ends in June. Pre-season starts in August. Evening practice. Weekend travel. The window barely exists. So here's a reframe: Separate earning from experience. Need income? Get a job that fits your schedule. Any job. Every job I've had since 7th grade taught me something I still use — or introduced someone who changed my path. Michael M. McMahon — thank you for filling the gaps. Need experience? Build something. Don't wait for a role to be handed to you. The tools exist today to take an idea to a revenue-generating product fast. I'm watching two athletes on this team do exactly that right now. Non-engineering athletes especially — you don't need to code to build. Vercel's here when you're ready. Need mentorship? Ask for it. Look up every alum who played your sport. Send the DM. One question: "What 3 things did you do to find your first job out of school?" People want to help. They just don't know you exist yet. Dan O'Connell — appreciate the relentless help early on. Student athletes carry a 40-hour sport week alongside school and still find time to have a life. The discipline and composure that builds? Real differentiation. Bet on them — regardless of what the job experience says. Keith Wilbur— grateful for the opportunity to be that student athlete. Fellow athletes: answer that DM when it drops.
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Russell Nicholls reacted on thisIncredibly proud of my wife Sarah and the career she has built at ICONIQ. I am perpetually in awe of her energy, insight and care, and the impact she has on her teammates and clients alike.Russell Nicholls reacted on thisHistory is made by people. This Women's History Month, we're proud to celebrate some of ours. Meet Sarah (Chappell) Li, managing director and twelve-year ICONIQ veteran and learn how she built a career she never could have planned. https://lnkd.in/gR8m2_gS *For educational purposes. This is not investment advice or an offer to invest. Refer to Outreach Disclaimer link in profile.
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Russell Nicholls reacted on thisRussell Nicholls reacted on thisMarch is Colorectal Cancer Awareness Month. And this was me, 8 years ago today, receiving chemo treatment 2 of 12. Like too many people diagnosed with advanced #ColonCancer, I had symptoms that I either ignored or rationalized. There was no way I could have cancer...surely it had to be something else. When I awoke from the colonoscopy, our world was instantly turned upside down -- life plans and career goals rapidly gave way to thoughts of who would teach my son to shave when I was gone. Fortunately, I was blessed with world-class military medical care and unflinching support from my Army leadership, family, and friends. Together we beat the statistics and crushed cancer. Today, I am grateful to have the opportunity to give back within the #Veteran community by standing up the TF-7294 Foundation's #NotMyCancer program to connect members with resources for cancer prevention, detection, and support in treatment and survivorship. This is accomplished through our established community partners like SOTERIA Precision Medicine Foundation, Inc., the Task Force Dagger Special Operations Foundation; and emerging opportunities with Prenuvo and Lucid Diagnostics. Colorectal cancer is now the leading cause of cancer death for Americans under 50, and in many cases, it is readily treatable if caught early. Not visible in that photo are my three "Chemo Buddies", others who were on the same treatment schedule as me -- I am the only one left. We were not old men, but rather active-duty Service Members or Veterans, and all under 50...one in her early 30s. If you are 45 or older, please get your colonoscopy. If you have the first hint that something might not be right, consult a medical professional. If your concerns are not addressed at first, seek a second opinion. Advocate for yourself ruthlessly. Let's reverse the trend and crush #CRC together. #ColonoscopiesAreBetterThanChemo Colorectal Cancer Alliance Colon Cancer Coalition MAN UP TO CANCER #EnoughCRC #Screenat45 #CRCAwareness #ScreeningSavesLives
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Russell Nicholls liked thisRussell Nicholls liked thisAdvisors have spoken. Altruist has the most top-rated products of any custodian or tech platform in the 2026 T3 Technology Tools for Today/Inside Information Software Survey. #T32026
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Russell Nicholls reacted on thisRussell Nicholls reacted on thisApprovals shouldn’t take all afternoon. Shopmonkey’s E-Sign feature allows shops to send digital estimates for immediate customer approval. Clients can review itemized estimates, view supporting photos or videos, and sign remotely from any device. Signed documents are automatically attached to the repair order, creating a secure digital audit trail that helps reduce payment disputes and administrative work. Faster approvals drive faster repair completion, improved cash flow, and a more transparent, professional customer experience.
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Russell Nicholls reacted on thisRussell Nicholls reacted on thisIn 2011, I was working at AT&T Interactive, reporting up to my friend William Hsu. I was thinking about starting a company (which turned out to be Wallaby), and he and Erik Rannala were thinking about starting an accelerator, Mucker Capital. Wallaby joined that very first class. So many great folks were in that room building, and we were followed by more and more impressive entrepreneurs, companies, and exits. (Wallaby was the first exit, I think, although just a base hit.) I have long known that Will and Erik are very special builders and different than traditional VCs. They backed my second business, Vertical Finance, and have continued to be helpful with guidance and connections for Totavi, LLC (not a VC-backed business). The VC world has been slowly waking up to the amazing work that these two put in. Glad to see it laid out thoughtfully in this piece. Entrepreneurs who are lucky enough to be offered a space in Mucker Lab or funding from Mucker Capital should take it. Shoutout to my fellow Mucker I founders Jerry Jao, Chad Billmyer, Eric P., Wade Eyerly, Amit Jain, Bong K., Warren Shaeffer https://lnkd.in/gp9jPVHW
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Russell Nicholls reacted on thisRussell Nicholls reacted on thisWaste collection keeps every community running. Yet it's one of the last industries still operating on spreadsheets and gut instinct. Hauler Hero is changing that with AI and just closed a $16M Series A led by Frontier Growth, with Disruptive Founders Fund, Somersault Ventures, and many others. Congrats Mark Hoadley, Ben Sikma and team! Proud to be part of this team's journey. Read the TechCrunch feature: https://lnkd.in/eN2MNDtkHauler Hero collects $16M for its AI waste management software | TechCrunchHauler Hero collects $16M for its AI waste management software | TechCrunch
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Russell Nicholls reacted on thisCongratulations to Jacqueline Reses, Lead Bank; Sina C., Nayya; Farooq M., Rain; Eric Glyman, Ramp; Nicolas Kopp, Rillet on being named to the Forbes Fintech 50 list Each of these teams is building with focus, discipline, and real ambition in a competitive market shaped by AI Grateful to partner with founders who are redefining what modern fintech looks like and excited for what comes nextRussell Nicholls reacted on thisCongratulations to Lead Bank, Nayya, Rain, Ramp, and Rillet on being named to the Forbes Fintech 50 list! The list honors innovative private fintech companies in the U.S., spotlighting the founders and teams building and scaling in a disciplined, AI-shaped, and competitive market. See the full list: https://bit.ly/4b017dC *For educational purposes for company founders and executives. This is not investment advice or an offer to invest. Refer to Outreach Disclaimer link in profile.
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Selvan's Marketing Solutions
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Referrals are not a strategy. They’re a bonus. Most fractional CFOs don’t plateau because of skill. They plateau because trust forms too slowly. That’s the uncomfortable truth. You can be exceptional at: - Runway modeling - Fundraising prep - Board reporting - Unit economics And still face: “Let’s revisit next quarter.” “We’re not ready yet.” “Maybe after Series A.” This isn’t about competence. It’s about visibility. Fractional CFO revenue is concentrated: 3–5 clients. High-trust. Long cycles. When trust hasn’t formed before a founder feels financial pressure, you miss the window. And that window doesn’t reopen for months. Here’s the wake-up call: Referrals are not a strategy. They are a bonus. If your credibility only lives inside closed boardrooms, you are invisible between engagements. And invisibility creates revenue volatility. The CFOs who break out of feast-or-famine cycles do one thing differently: They make their judgment visible before founders realize they need them. Not by posting motivational finance tips. But by showing: - The mistakes that quietly kill runway - The metrics founders misinterpret - The trade-offs boards actually care about - The signals that precede cash flow stress When that thinking is visible: - Sales cycles shorten. - Price resistance drops. - Inbound improves. And you stop being “optional.” You become the person founders think of when things start to wobble. Fractional CFO is not a finance business. It’s a trust business. And trust that forms late costs you revenue.
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Arjun Malhotra
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Growth and profitability are not opposing forces. If anything, they're sequential. Once your unit economics work - every additional customer can spread fixed costs thinner, every transaction can make ops more efficient, and every bit of volume can give you better terms with suppliers. Solving for fundamentals will ensure growth makes you profitable, and doesn't become the thing that keeps you from it. Shreyans wrote a great piece on it, link in comments.
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Jos White
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Brad Wolfe
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Brad Wolfe | Operational CFO Series The CHRO & CFO Partnership in PE-Backed SaaS The CHRO and the CFO. The most underestimated partnership in PE-backed SaaS. Most think of the CHRO as a support function. In a PE-backed company under $1B, that's a costly misread. Headcount is 60–75% of the total cost structure in SaaS. Comp, benefits, equity, and severance are the largest discretionary levers management controls. The CFO who treats the CHRO as administrative leaves money — and real risk — on the table. Eight Places Where It Matters Most 1. Headcount planning — joint discipline, not negotiation. Stop letting the budget become the CHRO advocating for hiring while the CFO defends EBITDA. Work from the same workforce model — role design and capacity on one side, revenue-per-employee benchmarks and covenant constraints on the other. 2. Compensation architecture and EBITDA integrity. A commission plan raising OTE 10% across a 50-person sales team is a seven-figure P&L event. A bonus structure misaligned with financial targets is a governance failure. Design it together — or own the consequences separately. 3. The management incentive plan. The CFO builds the model. The CHRO owns the narrative. If the CHRO can't explain the MIP to the VP of Engineering fielding three competing offers, the plan has failed — at exactly the moment the company needs it most. 4. Workforce data as a financial signal. CS turnover is a churn signal. Time-to-fill in engineering is a product risk. Manager flight risk is organizational fragility. A CFO who treats HR data as compliance output is missing the most predictive signals in the business. 5. Restructuring and workforce reductions. The CHRO owns legal mechanics. The CFO owns the model. Miss severance obligations and you'll mis-state the cost. Don't understand the financial rationale and you can't hold the line when managers push back. One plan. Two owners. 6. Benefits and total rewards. In a 200-person SaaS company, benefits run $3–5M annually. Redesign without modeling EBITDA impact and you have a budget problem. Cut unilaterally to hit a target and you have a retention problem. Design the envelope together. 7. People due diligence in M&A. HR liabilities are routinely underestimated. The bigger risk is organizational — can the acquired team execute? Are key people retained? Only the CHRO can answer with real depth. Skip it and the deal surprises you six months post-close. 8. The people narrative to the board. CS attrition costs X in recruiting, Y in ramp, Z in churn risk. When the CHRO and CFO present people data through a financial lens together, both gain credibility with the sponsor. What PE Sponsors Watch For Comp decisions that weren't modeled. Restructurings that overran projections. MIP participants who don't understand their economics. Retention problems that hit the financials before they reach the board. wolfepacks.com
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Digits
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A CFO in your back pocket. Not every company can afford a CFO, but BILL is changing that. On Between Two Founders, Bill founder René Lacerte shares his vision for the Fortune 5 Million: give small businesses the same financial capabilities as the Fortune 500, and unlock better decisions and better outcomes. The full conversation goes deeper. Link in the description.
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Peter Turner
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5 Signs Your Business Needs a Fractional CFO: 1. Cash flow feels tight despite growing revenue Your business is generating more sales, but day-to-day liquidity is under pressure. 2. Reporting exists but does not drive decisions Numbers are being tracked, but leadership lacks actionable insights. 3. Fundraising conversations are approaching You need credible forecasts, clear narratives, and investor-ready financials. 4. The finance function is stretched or unstructured Roles, responsibilities, and processes are not aligned with your growth ambitions. 5. Leadership needs financial challenge and clarity Founders and executives require strategic guidance rather than operational focus alone. A fractional CFO brings board-level insight, sharper forecasting, and strategic guidance without the cost of a full-time hire. Find out how ConnexionCFO can support your growth at connexioncfo.com. #fractional #cfo #fractionalcfo #financialleadership #businessgrowth
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Peter OBrien
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Every hire, product feature, and GTM experiment is a capital allocation decision, most teams just don’t call it that. I’m kicking off a 3-part series on capital allocation for founders, operators, and finance leaders with a simple question: ➡️ Will the next $1 you deploy become worth more than $1? Series overview Part 1: defines the core concept + the math Part 2: where capital goes + how to measure whether it’s working Part 3: AIMS framework for communicating allocation decisions to management teams and your board Part 1 (attached here) lays the practical foundation: 🔹 The $1 invested test and ROIIC vs. hurdle rates (scoreboard vs. decision lens) 🔹 A lightweight “investment brief” to evaluate bets (GROW / BUILD / BUY) 🔹 The small metric toolkit that translates finance into operating decisions (NPV / payback / ROIIC / incremental margin) 🔹 Early-stage proxies when DCF inputs are unknowable (burn multiple + revenue quality) 🔹 Operator “vital signs” to spot drift early (profit engine, leverage, cash conversion, optics) Series Roadmap ✔️ This series (Parts 1–3): breadth-first. shared, lightweight framework to define value creation, choose decision-grade metrics, and communicate tradeoffs clearly ✔️ Next series: depth-first. momentum drivers + operational decisions that need near real-time measurement to spot drift early and course-correct fast Read Part 1 here and Part 2 and 3 on substack. Next Series will be out next week. 💰 What’s one bet you’re funding right now, and how will you prove it’s working?
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Dietmar Walter
Widgit • 599 followers
As Chair and board director in B2B SaaS, I’ve seen how easily boards become product-proud but distribution-blind. All too often we get excited about features, roadmaps, and releases, but underinvest our attention in how growth is actually created, sustained, and scaled. That’s why I believe Growth Marketing deserves a permanent seat at the board table. Not as a once-a-year update, but as an ongoing lens for strategy and performance. What does this mean in practice? - See the whole funnel: acquisition is just the start. Engagement, expansion, and advocacy are where compounding growth happens. - Think product-led: the best companies bake growth loops into the product - Institutionalise experimentation: learning velocity can be as critical as revenue velocity. - Anchor on a North Star Metric: one leading indicator of sustainable customer value. - Recruit board members for mindset diversity: hire for curiosity, adaptability, and data fluency, not just CV highlights. A growth mindset at board level isn’t about micro-managing marketing. It’s about governing the drivers of sustainable value creation. Don’t just oversee the product. Oversee the path to traction. 👇 More related insights in the article below. https://lnkd.in/egdfNG26
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