Corporate Finance Strategies

The #1 thing I teach AEs and clients when it comes to closing more: → your prospect should never feel like they're being sold to They should feel like you've been hired on retainer to give them the best advice (hard to do when you have a quota) I've been teaching this concept for years when I was a 2x VP of sales. That's how my AEs were closing 50-75% of their demos. Here are 5 evergreen strategies you can do to build trust with your prospect so you can close more by 'unselling' 1. ASK TO DELAY: When a prospect tells you their timeline is "this quarter" don't move onto the next question. Instead, consider 'delaying' their timeline. When you do this properly, the prospect will convince you on why they need it sooner.. E.g. "Mike, you mentioned you'd like to implement something sometime this quarter, curious..why not later?" 2. PROMOTE STATUS QUO: If your prospect has been using X solution for a few years but it's time to look into something else because of certain problems, push back on the change. You'll come across not desperate for their business and the prospect will convince you on why the problem is worth solving with your solution. E.g. "Even with those problems you're having, seems like you've been managing your pipeline pretty good and it's kinda working...why not just continue doing what you're doing vs switching to a solution like ours?" 3. LET THE COMPETITION WIN: If the prospect tells you that your competitor is cheaper and then asks how you're different, let them win. Nobody expects you to praise the competition and when you do, it's disarming. E.g. "If you're #1 goal is to find the cheapest solution on the market, I'd say go with ACME, because they'll beat us 10 out of 10 times." 4. ASSUME YOU'RE NOT A FIT: Most salespeople tell prospects they've come to the right place and they can solve their problems. But that's way too biased. Instead, tell prospects you may not be the right company for them. (side note: make sure you do this early on before you dive into discovery) E.g. "I'm not sure we'd be a right fit for you..too early to tell and I would hate for you to use a solution that doesn't do at least 85% of what you need..." 5. UNSELL FEATURES: After you show a feature, don't ask them if they have questions. Don't ask them if they liked what they saw. Ask them what they didn't like. You're looking for signs that will prevent the deal from closing by assuming their are concerns. E.g. "Based on what I just showed you, what do you feel isn't 100% aligned with what had in mind?" The best salespeople are unselling. They're pulling instead of pushing. #helpmedontsellme P.S. Join 6,000+ sales professionals mastering discovery (for free): https://lnkd.in/eR69raD4

Debt or equity? That is the million-dollar question. For every founder and board, funding is about raising capital and choosing the right strategy for growth. My chart explains how leverage magnifies financial outcomes. When earnings are low, debt drags Earnings Per Share below zero. On the other hand, when earnings are high, debt accelerates value creation. Above the break-even point, debt accelerates returns. But below break-even, it drags profits down. Equity provides flexibility but I often see founders give away too much equity too early. The result is having more stakeholders to manage and less control when it matters most. Many early-stage companies often can’t access debt, so that's when equity becomes their only viable option. Whether you select debt or equity, please consider what blend of the two protects control, manages risk, and funds growth. Here are some practical steps you can take: 1. Protect ownership early - don’t over-dilute for short-term cash. 2. Only use debt when cash flow can service it in downside scenarios. 3. Revisit your capital mix at every growth stage. 4. Run a sensitivity test before borrowing by stress testing earnings across multiple scenarios. 5. Match debt to cash flow and not optimism. Debt repayments should come from predictable cash, not future hope. 6. Debt is a strategic tool to accelerate profitable growth. If you need debt just to survive, the timing is already wrong. 7. Both debt and equity come with hidden costs, so please do your due diligence before you make a decision as this could have a long-term impact on your business or organisation. If you were raising capital today, would you choose debt, equity, or both? ------- ➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity. 🔄 Share this insight with a decision‑maker. 📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj 📆 Ready to work together? Book your Clarity Session: https://lnkd.in/gyiqCWV2

I had a chat with a founder friend who recently had a MASSIVE exit and realized that they were completely unprepared for it, since the stress of structuring the sale took up every second of their time. For anyone about to hit a point of liquidity (family business/startup IPOing, being acquired, you won the lottery), it's really important to have a plan on how to manage this, from tax friendly structuring to managing this pool of capital. Some of the key points I've seen being important to focus on include: Legal: While your company will have it's own counsel, it's really important (especially if it's not 100% family held or a startup) to have your own legal advisors. Recommendations include Yash J. Ashar for IPO transactions, Ferish Patel for acquisitions, Siddharth Chandrashekhar, Shivaarti Bajaj and Mohit Goel + Sidhant Goel. Tax: Head over to Kunal Gandhi to help structure the most tax friendly structures as well as ensure to comply with all regulatory requirements around a liquidity event. Financial Planning: Hemant Tucker at Farro, Nitin Jain at Neo, Divij Chopra at Waterfield. All solid, help you diversify your portfolio as per your risk appetite and requirements Mobility: Sandeep Jain started Multipolitan to help HNIs access global mobility and travel. Want to live on a European island, buy a flat in Dubai, talk to him! Groups: This is a good time to explore groups like Offline, YPO, Entrepreneurs' Organization, TiE, Campden Family Connect and more. Depending on what you want to do next, you'll find a strong community of similar folks within these orgs. #hni #exit #ipo #finance #money

I have been an AE for 42 months now. (here are 7 things I wish I knew from day 1) Hundreds of calls. Dozens of lost deals. Plenty of wins. A little bit of grey hair. Here’s everything I’ve learned — in a way you can use right now: 1. Stop pitching. Start anchoring. → Before every demo, ask: “What would make this call worth your time today?” → Use that answer to frame every feature you show. 2. Discovery = depth, not questions. → Don’t move on after the first answer. Ask: “Can you give me an example?” “What happens when that issue shows up in a busy month?” → Surface pain = ghosted deals. Deep pain = urgency. 3. Own the close from the start. → Align on decision process early: “Who else needs to be looped in before this gets signed?” → Don’t save this for the pricing call. It’s already too late by then. 4. Recap like a pro. → After every call, send: Pain, Value, Decision criteria, Timeline → Makes you look sharp. Reduces ghosting. Speeds things up. 5. Multi-thread. Even when it’s awkward. → Don’t wait for your champion to introduce you. Say: “I’ve found projects move faster when finance is in the loop early — mind if I reach out directly?” → Bold = effective. 6. Always know the 'why now'. → If you can’t answer “Why now?” on a deal — it’s not real. Ask: “If this rolls to Q4, what changes?” → If the answer is “not much” — you need to requalify. 7. Play the long game. → Not every deal closes. But every deal is a chance to build trust. → Follow up 3 months later. Reference your last convo. You’ll be surprised who replies. My take: Great AEs don’t win because they talk better. They win because they drive clarity, urgency, and next steps — over and over again. PS. What’s one thing you wish you learned earlier in your AE journey? Happy Friday y'all. #sdr #ae #coldcalling SDRs of Germany

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

I’ve recruited CFOs for nearly 20 years. Here are… 6 Things Every Senior Finance Professional MUST Know Before Moving Into a CFO Role: 1. 𝐘𝐨𝐮𝐫 𝐟𝐨𝐜𝐮𝐬 𝐬𝐡𝐢𝐟𝐭𝐬 𝐟𝐫𝐨𝐦 𝐛𝐞𝐢𝐧𝐠 𝐚 𝐟𝐢𝐧𝐚𝐧𝐜𝐞 𝐞𝐱𝐩𝐞𝐫𝐭 𝐭𝐨 𝐛𝐞𝐢𝐧𝐠 𝐚 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐥𝐞𝐚𝐝𝐞𝐫. - As a #CFO, your goal is to drive company-wide success, not just excel at finance. It’s a mindset shift from detailed financial tasks to strategic, cross-functional leadership. 2. 𝐘𝐨𝐮’𝐥𝐥 𝐬𝐩𝐞𝐧𝐝 𝐥𝐞𝐬𝐬 𝐭𝐢𝐦𝐞 𝐨𝐧 𝐭𝐞𝐜𝐡𝐧𝐢𝐜𝐚𝐥 𝐟𝐢𝐧𝐚𝐧𝐜𝐞 𝐰𝐨𝐫𝐤 𝐚𝐧𝐝 𝐦𝐨𝐫𝐞 𝐨𝐧 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 #𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐚𝐧𝐝 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭. - The things that made you successful, like diving deep into financials, will now take a backseat to big-picture thinking, negotiations, and managing relationships with investors, boards, and executives. 3. 𝐘𝐨𝐮𝐫 𝐭𝐢𝐦𝐞 𝐰𝐢𝐥𝐥 𝐢𝐧𝐜𝐫𝐞𝐚𝐬𝐢𝐧𝐠𝐥𝐲 𝐛𝐞 𝐭𝐚𝐤𝐞𝐧 𝐮𝐩 𝐛𝐲 “𝐧𝐨𝐧-𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥” 𝐢𝐬𝐬𝐮𝐞𝐬. - From risk management and compliance to HR matters, corporate governance, and long-term strategic planning…many of these new areas may be outside your comfort zone, requiring quick adaptation. 4. #𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬 𝐚 𝐥𝐞𝐚𝐫𝐧𝐞𝐝 𝐬𝐤𝐢𝐥𝐥. - As you transition to CFO, you’ll be starting from scratch in many areas of people management and leadership. Coaching your team, handling conflict, and making tough decisions will now take center stage, so continual development is essential…as is leaving your ego at the door - you’ll f-up, its normal…acknowledge and learn. 5. 𝐒𝐭𝐫𝐨𝐧𝐠 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐢𝐬 𝐜𝐫𝐢𝐭𝐢𝐜𝐚𝐥. - Whether you're presenting to the board or explaining complex financial data to non-finance colleagues, your ability to communicate clearly and directly is more important than ever. Having tact to execute tough conversations becomes part of your daily routine. 6. 𝐔𝐩𝐡𝐨𝐥𝐝𝐢𝐧𝐠 𝐬𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐬 𝐚𝐜𝐫𝐨𝐬𝐬 𝐭𝐡𝐞 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧 𝐢𝐬 𝐧𝐨𝐰 𝐲𝐨𝐮𝐫 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲. - No, I’m not talking AASB/IFRS 16…and it’s no longer just about you meeting targets or deadlines…now you’ll need to ensure your entire finance team adheres to the highest standards, and hold them accountable. This involves setting expectations and addressing performance issues swiftly. Any others you might add?

There are two types of VCs emerging in today’s venture landscape: conviction investors and momentum investors. Conviction VCs back you because they believe in your product, strategy, and team. They do the work. They dig deep. They make a bet on something non-obvious - sometimes before anyone else is even paying attention. Momentum VCs move fast when the signals are hot. They may not have a thesis, or even deep expertise in your space, but they know what momentum looks like and want to get in early while it’s still moving. Neither one is “better,” but they show up differently when things get hard - and knowing the difference is important: 📉 A momentum VC might panic if growth slows or you hit a flat quarter. They underwrote your velocity, and get nervous when you hit volatility. 🔁 A conviction VC might flinch if you pivot, lose a cofounder, or walk away from the product they believed in when they backed you. As a founder, you need to know what type of VC you need, and when. An experienced conviction investor is great for earlier rounds when things are rocky but they believe in your team and product. These investors help with expertise, connections, and experience in your space. Their experience makes them more flexible than most when you need to change course. An experienced momentum investor can be rocket fuel at Series C or D, when the goal is to scale. They have the funding and keen eye for startups that are ready for takeoff. Choose the right VC at the right time, and you’ll have partners - not just capital - on the journey ahead.

Most leadership teams think they're strategic. But here's the reality: They're stuck on layer one. They never build upward. They confuse reporting with strategy. Strategic finance isn't a single capability.  It's five distinct layers, each one built on the one below it. Skip a layer, and everything above it collapses. Here are the 5 layers of strategic finance: LAYER 1: TRUSTED FINANCIALS ↳ Clean books. Accurate close. Reliable data. ↳ Without trust in the numbers, nothing else matters. LAYER 2: PERFORMANCE INSIGHT ↳ Variance analysis, margin decomposition, trend identification. ↳ You're not just reporting what happened. You're explaining why. LAYER 3: FORWARD VISIBILITY ↳ Forecasting, scenario modeling, and sensitivity analysis. ↳ You're answering "What happens if?" before the board asks. LAYER 4: CAPITAL ALLOCATION ↳ Where does the next dollar go? ROIC by initiative, payback periods, opportunity cost. ↳ Without this, capital gets spread thin with no accountability for returns. LAYER 5: VALUE CREATION ↳ Finance becomes a true strategic partner. ↳ At this level, finance shapes the business model itself. ↳ Free Cash Flow architecture, capital structure strategy, enterprise value engineering Here's what I see too often: Companies trying to operate at Layer 4 or 5 while Layer 1 is broken. They're allocating capital based on numbers they can't trust.  They're modeling the future with data that doesn't reconcile to the past. The discipline is in building sequentially.  Each layer earns the right to the next. If you want finance to drive value creation, ask:  which layer are we actually operating at today? The honest answer will tell you exactly where to focus. ♻️ Like, Comment and Repost to help your network. Follow Oana Labes, MBA, CPA for strategic financial leadership. ------- 📌 Ready to scale with Layer 5 skills & infrastructure? Join The CEO Financial Intelligence Academy. 5* Curriculum. Coaching. Community. Your CEO Dashboard set up Day 1. Get your CEO Checklist here → https://bit.ly/4es64ye 

Over the past year, The Lyndon Consulting Company had the privilege of partnering with several Fortune 500 companies, working on contracts and programs worth north of $12 million. These collaborations taught us valuable lessons on what drives success—and what doesn’t—when navigating high-value partnerships. Here are the core principles that guided us that we wanted to share going into 2025. 1. Be Human—Conversations Matter More Than You Think In an age dominated by automation and artificial intelligence, it’s easy to overlook the importance of human connection. While AI can certainly streamline processes, we’ve learned that genuine conversations are irreplaceable. We made it a priority to build relationships, ask questions, and engage deeply during the discovery phase of every deal. This wasn’t just about gathering information for a proposal—it was about understanding the nuances of our clients’ needs and creating a space for open, honest dialogue. Our approach focused on active listening and a commitment to understanding the human side of business—what keeps our clients up at night, what excites them, and what their ultimate goals are. Yes, technology can accelerate many things, but at the heart of every deal, there must be a real conversation. It’s the foundation of trust, collaboration, and long-term success. 2. Give Value Before Asking for the Deal One common mistake we’ve seen in business is the rush to “close the deal” before establishing a genuine connection. Too many companies focus on selling first, forgetting the essential principle of giving before asking. At Lyndon Consulting, we’ve always sought to provide value before asking for anything in return. Whether through guidance, insights, or simply offering advice, we believe that the act of sharing knowledge builds goodwill. While we don’t always win the business on the first go—sometimes the timing just isn’t right—we’ve seen the long-term benefits of this approach. By giving first, we create a foundation of trust. We’ve had clients who didn't choose us immediately, but when the time came, they came back. Others referred us to their peers or found new opportunities to collaborate with us. That’s the power of providing value upfront. It fosters relationships that last far longer than a single transaction. 3. Provide Clarity and Intentional Communication Miscommunication or lack of clarity can quickly derail any deal. We’ve learned that being clear and intentional in every interaction is key to success. Whether setting expectations or providing regular updates, transparency ensures all parties understand where things stand and what’s coming next. This clarity fosters alignment and helps avoid misunderstandings that can undermine trust. #learnings #thoughtleadership #communication #ai

Did you know that FanDuel, the daily fantasy sports company: - raised over $400 million in funding - generated more than $100 million in annual revenue at one point, - soared to a $1.2 billion valuation, and eventually - sold for around $558 million 𝐚𝐧𝐝 𝐲𝐞𝐭 𝐢𝐭𝐬 𝐟𝐨𝐮𝐧𝐝𝐞𝐫𝐬 𝐞𝐧𝐝𝐞𝐝 𝐮𝐩 𝐰𝐢𝐭𝐡 𝐧𝐨𝐭𝐡𝐢𝐧𝐠? WHY? Investor-friendly terms like liquidation preferences and drag-along rights prioritized late-stage investors, leaving little for common shareholders. 𝐇𝐨𝐰 𝐜𝐚𝐧 𝐟𝐨𝐮𝐧𝐝𝐞𝐫𝐬 𝐭𝐫𝐲 𝐭𝐨 𝐚𝐯𝐨𝐢𝐝 𝐭𝐡𝐢𝐬? 1. Negotiate Investor Protections Early: Don’t just focus on valuation—pay close attention to the terms, especially liquidation preferences and drag-along rights. A 1x non-participating liquidation preference is often considered founder-friendlier than multiple or participating preferences. If these investor protections are too aggressive, the founders risk losing their equity upside even if the company exits for a substantial amount. 2. Avoid Over-Raising at Inflated Valuations: While it’s tempting to accept large funding rounds that assign sky-high valuations, doing so sets a high bar for a future exit. If you don’t exceed that valuation at acquisition or IPO, you risk triggering investor-friendly clauses that leave you with little or nothing. Raise capital in alignment with achievable milestones, and resist valuations that create unrealistic expectations. 3. Choose Investors Who Align With Your Long-Term Goals: Not all capital is equal. Pick investors who share your vision and support sustainable growth rather than short-term financial engineering. Investors who prioritize fair terms and long-term partnerships are less likely to push for exits that benefit themselves first at your expense.