TechCXO’s Paul Sansone Named 2024 Georgia Titan 100

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TechCXO’s Paul Sansone Named 2024 Georgia Titan 100


Atlanta, GA – TechCXO Atlanta Managing Partner, Paul Sansone, has been named a 2024 Titan 100 honoree, recognized as one of Georgia’s top CEOs and C-Level executives. The award, presented by Wipfli LLP, acknowledges executives with exceptional leadership, vision, passion, and influence who demonstrate expertise in their respective fields.

This year, hundreds of applicants vied to be of one of Georgia’s Titans of Industry. The 2024 Titan 100 honorees are chosen from various sectors, including technology, healthcare, banking/finance, construction/real estate, professional services, non-profit organizations, and other industries. The Titan 100 and their companies combined employ over 125,000 individuals and generate more than $30 billion in annual revenues.

“I’m honored and humbled to be recognized with this award. I’d like to congratulate all the recipients and applicants. It is such a blessing to be a part of the dynamic Atlanta business and technology community,” Sansone said. “TechCXO is so invested in the success of our clients, as they are the fuel that propels so much of our vibrant business community. I’m also grateful to work with so many wonderful colleagues, and I look forward to growing our local relationships in the years to come.”

Sansone has over 25 years of executive financial leadership experience in several industries, including e-commerce, enterprise broadband, hi-tech R&D and manufacturing, and non-profit sectors. He has an outstanding track record in establishing financial turnaround and restructurings for more established entities as well as implementing financial controls, processes, and organization for startups.

In his career, Paul has led financial, accounting, IT, real estate and facilities, human resources, legal, risk management, and regulatory compliance functions at both private and public organizations, domestically and internationally.  His prior roles include the CFO of Better World Books, an Atlanta-based e-commerce company and the CFO of The Boys & Girls Clubs of America, a $1.8B youth-serving federation.

Paul’s wealth of experience, coupled with his Certified Public Accountant and Certified Management Accountant qualifications, are essential assets that have enabled him to excel as a Chief Financial Officer.

TechCXO is a pioneer in providing fractional, part-time, and interim executive services, was founded in 2003 and has served over 7,000 clients, including some of Atlanta’s most valuable startups.

Congratulations to Paul Sansone and all 2024 Titan 100 honorees for their admirable achievements.

Read the full press release here.

Fractional Leadership is Hot in 2024… and That’s a Problem

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Fractional Leadership is Hot… and that’s a problem

Single-shingle freelancers, staffing firms, and online marketplaces are trying to repackage themselves as Executives on Demand

How to Quickly Evaluate the Quality of Fractional Executive Firms

A business blog recently declared, “The Future is Fractional,” and fractional leadership is “in”. 

Startups and growth companies are embracing the concept of leveraging interim, part-time, and project-based leadership. Companies understand that they can upgrade the experience and talent level of key executives and functions while paying less than the loaded salary of a full-time executive. Better to have a fast-moving superstar as your CFO, CTO, COO, CMO, or CHRO for 10 or 20 hours per week, the thinking goes.

The problem is that with an uncertain business climate in 2024, the market is being flooded with freelancers, single-shingle consultants, staffing firms, struggling life coaches, and unemployed middle managers repackaging themselves as fractional executives. 

Here are four ways to quickly evaluate the quality of the fractional executive you’re considering for your business.

1. Define the “Executive” – A manager, director, or vice president is not a c-suite executive. The experience, decision-making, leadership, and skills of successfully guiding multiple organizations through big strategic decisions are very different than being a middle manager or lower-level executive. Unfortunately, a rash of corporate layoffs is pushing many directors and VP-level employees into the consulting ranks. Dig in on bio pages, LinkedIn profiles, and CVs to evaluate the depth of executive experience being presented.

Consultants are notorious for overstating their abilities. Many consultants at prestigious firms will present themselves as serving in an executive capacity; however, many of these people were plucked off the “MBA farm” without ever working inside companies, let alone leading in a C-suite capacity. TechCXO, for example, requires that every one of its partners has demonstrated success as a C-suite executive at multiple organizations. 

Freelancers who may be fine implementers might also present themselves as executives. While good fractional executives are “doers” and solid execution people, they also understand strategy and how initiatives fit into overall objectives, positioning in a competitive landscape, and support a unique value proposition. If you suspect your resource is a freelancer, ask a series of broad-based questions about customer segments, pricing strategies, and delivery channels. Then, listen closely. 

2. Define “Success” – Executives generally agree that the objective of a business is to eventually sell it. When evaluating a fractional executive, look to see if they were integral to a team that had several successful exits, IPOs, capital raises, and other M&A activities. 

The contributions of marketing, sales, product, tech, and HR people may be a bit harder to quantify than an exit, but seek out hard numbers for product launches, customer/revenue increases, profitability, and ways the entire organization was impacted by an executive’s efforts. 

Client quotes and testimonials are great, but they don’t necessarily communicate the scale of the work provided. Instead, look for true use cases and success stories with some level of complexity that took place over a number of quarters. Try to spot truly transformational work that scaled an organization, turned around a stubborn problem, or opened up new markets. Ask if you can speak directly with those clients, too. 

3. Define the “Team” – Small teams or single-shingle consultants may try to hide the scope of their organizations by not publishing team bios. Be on guard for that on the firm’s website. Some unscrupulous marketplace traders who talk about only 2% of their applicants make the cut, use fake bios to present a false sense of scale. They quite literally reuse photos and bios to present a “team.”

Check bios and the breadth of an organization. A level of scale demonstrates success. You don’t want to get caught in a situation where you are relying on a single company founder or one or two principals. They may be a startup organization themselves and all the dangers of time constraints, inadequate bandwidth, cash flow, or other disruptions.

Search and staffing firms may talk about their extensive “networks,” but they are in the business of plugging one or two resources into a hole. That approach does not constitute a team with a bench. Also, executive search and staffing firms are marketplace-brokered resources (found online) vs. referred, vetted, collaborative partner-quality professionals. Many specialty consulting firms are owned by exec search firms offering fractional and interim work, but do not have cross-discipline teams and resources. That can get expensive and blow up the cost-efficiencies you are anticipating.

For example, you don’t want a CFO-level executive handling your Accounts Receivables and Payables. You’re overpaying for that resource. You want to see a mix of talent at different levels and rates that might include a VP of Finance, Controller, Accounting Managers, and AR/AP coordinators.

Similarly, you wouldn’t want a CTO to be doing all your security, development, coding and project management work or your CHRO to directly do your recruiting and compliance work. A team with a blend of talent and rates is a good indicator of a well-established and high-functioning firm that can provide real-time and cost efficiencies.

4. Look for a Variety of Delivery Models – The classic monthly retainer arrangement or project-based pricing is familiar, but they also show a great deal of limitations. Freelancing, staffing, and firms with limited resources and delivery people are often locked into those models. 

A true executive on-demand firm has greater flexibility. It may discount rates up front for warrants and equity on the back end. It may offer a mentoring and coaching model. It may also offer specific, time-constrained training options. 

In a company’s lifecycle, they may need to push hard on recruiting talent but then may need to pivot to lead generation, sales and growth, or perhaps to raise capital. A multi-discipline executive on-demand firm can provide those resources and shift priorities and spending to the client’s needs. 

Fractional leadership may well be “in” for 2024, but for those firms who have been providing this unique model and approach, it’s been in style for decades.

Overcoming the #1 Obstacle for Newly Promoted Senior Executives

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Promoting team members to senior leadership positions is a significant achievement that showcases their performance and potential. It not only rewards their hard work but also demonstrates a commitment to further develop top talent, inspiring others in the organization. However, despite possessing the necessary functional skills, a track record of getting things done, and management experience, many newly promoted executives struggle to succeed in their new roles.

At TechCXO, our executive coaches are called into many situations where the new executive is struggling, feeling overwhelmed, and having issues dealing with the pressure and stress of the new role. In our experience, we’ve identified and believe the primary reason behind their failure: fear of failure itself.

Understanding the Culprit

Fear of failure is a completely normal and predictable response when individuals are thrust into unfamiliar and high-pressure situations. This fear often manifests as a nagging thought of “don’t fail” that constantly haunts their conscious and subconscious minds. It stems from the innate human desire to prove their worthiness and avoid any actions that might expose their vulnerabilities or jeopardize their new position.

Pitfalls Driven by Fear

The fear of failure can lead to two common scenarios. In the first scenario, new executives become hesitant in decision-making, second-guessing themselves and failing to assert their voices in senior team meetings. This overwhelming stress can paralyze them, impeding their ability to perform their responsibilities effectively.

In the second scenario, executives overcompensate by becoming aggressive, defensive, and siloed in their decision-making, which creates dysfunction within the senior team and isolates the new executive from their colleagues.

Resistance to Help

Even when support or mentoring is offered by peers and leaders, the fear of failure often prevents new executives from accepting assistance. They fear that seeking help might be perceived as a sign of weakness, potentially undermining their credibility. Consequently, they resort to toughing it out and adopting a “fake it until you make it” mentality. However, this approach becomes increasingly challenging under mounting pressure, making success almost impossible.

Hope is Not a Strategy

While fear is an inherent part of the human experience, effective support is crucial in helping newly promoted executives navigate their fears and succeed in their roles. Relying solely on hope and expecting them to figure it out on their own is a recipe for suboptimal outcomes. It is essential to proactively provide support and guidance to mitigate the negative impact of fear.

Here are a few tips that companies can employ to maximize the success of the newly promoted executive.

Putting Fear in its Place

Fear should be acknowledged as a risk detector rather than a predictor of failure. To support newly promoted executives, it is crucial to help them differentiate between genuine risks and irrational fears. This can be achieved through education, building emotional intelligence, and improving communication skills. Although it requires effort, significant progress can be made in managing fear’s influence.

How to Support the New Executive

To ensure the success of newly promoted executives, a comprehensive support plan is necessary. This plan should include internal support from senior team members, immediate supervisors, and HR leadership. Additionally, we strongly recommend engaging an external executive coach who can provide unbiased guidance and a confidential space for the new executive to work through their fears and challenges.

Effective Communication and Support Structure

Open communication is essential from the beginning. Inform the new executive that fear of failure is universal and discuss the potential pitfalls they may encounter. Establish a regular schedule of one-on-one sessions involving both internal and external support teams and commit to the schedule.

Ground rules should be established to promote a judgment-free environment, emotional security, and encourage vulnerability. These sessions should focus on clarifying the difference between stress and actual problems, fostering confidence and clarity.

Lead by Example

Addressing the fear of failure should not be limited to the new executive alone. The entire senior executive team must be aware of their own behaviors that may contribute to the new executive’s stress. By managing their own fears, demonstrating emotional intelligence, vulnerability, and seeking help when needed, the senior team can create an environment where the new executive feels supported and open to accepting assistance.

Conclusion

Fear of failure is an omnipresent force that can either be harnessed positively or become a destructive obstacle for newly promoted executives. Companies that fail to provide a robust support plan for these new executives are likely forced to replace them within 18 months. The economics of lost productivity, recruiting fees, internal disruption, and failure to meet objectives is more than enough to encourage senior teams to put fear in its rightful place.

By following the recommended tips, such as proactive support, open communication, and establishing a strong support structure, organizations can significantly increase the likelihood of their new executives’ success, contributions to the senior team, and overall impact on the company.

Email Matt| LinkedIn

AI with a purpose: Driving Success through Actionable Intelligence

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Recently companies have been asking for assistance regarding where to start their AI journey. Which is understandable with all the hype around AI and the continuous ads about the latest and greatest capabilities it’s hard to determine where to start. Unfortunately, many of them rush to implement AI tools without understanding how they will integrate with their existing solutions, what key decisions will they enable, and most importantly how they will help drive growth. As a result, they end up with very impressive new AI powered solutions but are not realizing the business value from the insights/improvements they were designed to deliver.

In the rapidly evolving world of software solutions, delivering actionable intelligence is increasingly critical. Actionable intelligence refers to the ability to collect, analyze, and present data in a way that empowers data-driven decisions with a focus on providing meaningful insights and recommendations that can be acted upon immediately. Resulting in increased success for individual users and growth for businesses.

As with many operations-focused projects start with the end in mind. What data do you need to optimize growth for yourself or your customers? And where can AI deliver the data as actionable intelligence. Here are examples of where you can start and quickly realize value:

  • Improved Decision-making: Enable users to make more informed decisions based on real-time insights leading to better outcomes, increased efficiency, competitive advantage, and reduced risks. For example, evaluating overall customer sentiment to help drive product market fit.
  • Enhanced User Experience: Providing relevant information in a concise and accessible manner empowering users to quickly identify trends, anomalies, and opportunities, facilitating faster and more accurate decision-making. Such as engagement and intent data to help sales and marketing teams decide where to focus for optimal results.
  • Operational Efficiency: Streamline processes and improve efficiency by automating data analysis and presenting information in a user-friendly format allowing users to focus on critical tasks and eliminate the need for manual data processing. Using Chatbots and Conversational AI to help customers get answers 24×7 to common questions improving customer response times while reducing the workload on customer service reps.
  • Proactive Issue Resolution: Monitoring key metrics and delivering real-time insights to identify potential issues or anomalies early on enabling users to take proactive measures to resolve problems before they escalate. Using tools to help achieve uptime reliability by continuously scanning systems, networks, and processes for inefficiencies, potential disruptions, and to identify any looming threats.

In summary, carefully selecting and implementing AI tools based on the actionable intelligence that will be delivered is no longer a luxury but a necessity for businesses seeking to thrive in the ever-evolving digital age.

TechCXO Exec Operations team can help you ensure you are focused on the actionable intelligence that will result in maximum positive impact to your business and more importantly your clients. Schedule time with us to discuss the strategies for starting your AI journey and what to consider.

The Critical Role of Product-Market Fit in Growth Optimization

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Software companies continually strive to achieve sustainable and scalable growth that drives revenue, expands their user base, and solidifies their position in the market. At the same time, software buyers, in most cases, do not contact sales representatives until they have done their own research via reviews, testimonials, case studies, and talking with friends and colleagues. As a result, in today’s increasingly competitive market, one critical factor often determines the success or failure of growth optimization efforts in early and growth-stage companies: product-market fit.  

Software product-market fit represents the alignment between a software product and its target market. It signifies the degree to which the product effectively addresses the pain points, needs, and preferences of the intended users. When a software product achieves a strong product-market fit, it delivers exceptional value, enjoys high user satisfaction, and experiences rapid growth.

The Impact of Product-Market Fit on Growth Optimization:

  • Accelerating Revenue Acquisition: A software product that fits its target market is most attractive to potential users as it continually displays its value proposition, resonates with user needs, and establishes a compelling reason for users to adopt and engage with the product. This leads to increased user acquisition rates as satisfied customers recommend the product to others, refer friends, or share positive reviews and experiences. A strong product-market fit fuels organic growth and helps with profitability by lowering user acquisition costs.
  • Enhancing Retention and Engagement: When a software product genuinely solves users’ problems and delivers a superior, intuitive experience, it fosters long-term loyalty. Satisfied users are more likely to stay engaged, become power users, and advocate for the product. 
  • Fueling Revenue Growth: A well-aligned product attracts a target audience willing to pay for the value it provides. Users who understand the value of the product and see it as a “need to have” solution are more likely to become long-term paying customers or subscribe to premium features or services. A strong product-market fit allows for effective pricing strategies that maximize revenue while maintaining user satisfaction. 
  • Enabling Scalability: A well-addressed target market allows companies to focus on scaling their operations, investing in marketing initiatives, and expanding into new markets with confidence and without sacrificing profitability.
  • Informing Data-Driven Decisions: Through user feedback, analytics, and market research, companies gain a deep understanding of user preferences, pain points, and behaviors. This knowledge helps optimize growth strategies, prioritize feature development, and identify opportunities for product expansion and deeper market penetration. 

Product-market fit is an increasingly critical factor in growth optimization for software companies and acceptance by software buyers. It serves as a foundation for accelerated user acquisition, enhanced user retention and engagement, increased revenue growth, and scalability. By striving for a deep understanding of the target market, actively seeking user feedback, and continuously iterating the product based on customer insights, software companies can achieve a strong product-market fit that fuels sustainable and scalable growth, setting both software companies and software buyers on the path to longer-term success.

TechCXO’s team of experienced Executive Operations partners can help you determine the best strategies for optimizing your growth through product-market fit. Schedule a call with us to learn how we can help.

Download a Quick Product/Market Fit Guide

Product-market fit is an increasingly critical factor in growth optimization for vendors and acceptance by buyers. It serves as a foundation for accelerated user acquisition, enhanced user retention and engagement, increased revenue growth, and scalability. Click to download a quick, two-page guide that includes an initial phase and follow-on keys.

The Strategic Imperative: Why CFOs Should Care about Revenue Operations

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In my 35-year career in a variety of revenue-generating roles, I have rarely found 2 corporate functions with less mutual understanding than sales and finance.  Much has been made over the last 20 years about the need to bring sales and marketing together, and today those two engines for customer acquisition seem (generally) to be getting along much better.  But the friction between sales and marketing was always rooted in competition, not a lack of appreciation for what each group does.  The gulf between sales (or sales and marketing collectively) and the finance function is different.  In my view, the two groups often have a deep misunderstanding of one another and what each function is charged with accomplishing on behalf of the company.

Obviously, these are extreme examples of what sales and finance professionals would actually say about the other, but I believe the sentiments are broadly accurate.  The good news is that the growing field of Revenue Operations (or “RevOps”) can help bridge the chasm. 

First, a brief description of Revenue Operations.  It is a strategic approach that integrates the sales, marketing, and customer success functions to streamline processes and improve overall revenue performance.  It typically focuses on data interpretation, process and methodology, training and enablement, and management of the tech stack used by the revenue functions.  In a nutshell, RevOps provides an infrastructure that allows for easier creation of new revenue.  

Done properly, a RevOps function can benefit the office of the CFO in a number of ways: 

1. A 360-degree view of the entire revenue cycle

RevOps will enable CFOs to understand how different departments contribute to revenue generation and identify areas for improvement. By taking a holistic view of revenue, CFOs can align financial goals with the company’s overall growth objectives, ensuring that each department is working cohesively towards the same targets.

2. Enhanced Data-Driven Decision Making

Revenue Operations team leverage data analytics and technology to gain insights into customer behavior, market trends, and sales performance. This work is additive to the extensive work that CFOs do around bookings and revenue performance and can further enhance the CFO’s ability to make informed decisions about resource allocation, investment opportunities, and revenue forecasts. 

3. Improved Forecasting Accuracy

One of the critical challenges for CFOs is providing accurate revenue forecasts. Revenue Operations implements standardized processes and metrics across sales, marketing, and customer success, providing a consistent and accurate picture of revenue generation. 

4. Enhanced Cost Efficiency

Revenue Operations is responsible for reducing friction points in the revenue generation process.  To do that involves optimizing marketing and sales tools, raising the efficiency of sellers, and minimizing customer attrition.  While these activities will increase revenue, they will also provide opportunities for  cost-saving measures that can be implemented without compromising revenue growth. 

5. Scalable Growth Strategy

For any company aiming for sustainable growth, scalability is a crucial consideration. Revenue Operations ensures that growth is both manageable and sustainable by providing a clear roadmap for expansion. CFOs can use Revenue Operations insights to understand how growth will impacts different elements of the revenue generation engine. 

Revenue Operations is a critical component of successful and sustainable business growth. As the custodian of a company’s financial well-being, CFOs can’t afford to overlook the potential benefits that Revenue Operations brings to the table. By taking a proactive interest in Revenue Operations, CFOs can drive strategic decision-making, enhance forecasting accuracy, and foster financial success for their organizations. 

If you are a finance leader who would like to know more about Revenue operations, or if your organization needs assistance in building or developing a robust Revenue Operations function, please click the link below to schedule a free 30-minute call with a Revenue Operations expert from TechCXO.

Email Bert | LinkedIn | Download Bert’s CV (PDF)

Harness the Momentum of Revenue Operations: Unify Marketing, Sales, and Customer Success

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Fostering revenue growth is now a team effort rather than the sole job of the sales team. It’s helpful to visualize revenue growth as a bucket – marketing opens the tap,  sales fill it up, and customer success ensures no leaks from the bottom. It’s a balanced process, a harmonious symphony.  

Progressive organizations have reimagined their revenue-generating functions – Marketing, Sales, and Customer Success – as a coordinated, cohesive powerhouse. Moving beyond the age-old attempts to “align the sales and marketing teams,” companies increasingly understand that the best way to drive revenue is to improve every aspect of a customer’s journey. How a company attracts prospective customers (marketing), wins over new customers (sales), and then enables and ultimately retains customers (customer success) is the ultimate formula for growing revenue.

For validation of this approach, look no further than your television. Subscription services like Netflix have rocketed to growth by understanding that getting a customer’s interest is only the beginning of the revenue journey. Gaining a subscription and keeping that customer from unsubscribing are crucial pieces of the revenue puzzle. With B2B firms now focusing on the total revenue picture in much the same way, a new function has emerged—Revenue Operations (RevOps). RevOps aligns the revenue functions, fostering collaboration and optimizing the overall revenue-generating journey. 

In this blog post, the first of a series, we will serve you a triple treat – the consolidated wisdom of three veterans of the essential revenue functions. With over 50 years of collective experience leading Marketing, Sales and Customer Success organizations, our authors are now collaborating with dozens of clients to build and improve their RevOps functionalities. Through the prism of each revenue function, we’ll unveil how to morph these historically siloed organizations into a dynamic, high-performing RevOps entity. To start off, let’s outline what we believe to be the six key areas of focus for any great RevOps team.  

1. Metrics: The North Star of Revenue Operations

At the heart of RevOps lies the use of comprehensive and meaningful metrics. By establishing shared key performance indicators (KPIs) across marketing, sales, and customer success teams, RevOps instills a unified vision of success. These metrics include revenue, customer acquisition cost (CAC), customer lifetime value (CLTV), conversion rates, and other performance indicators that provide actionable insights for informed decision-making.

2. Process & Methodologies

RevOps advocates for the standardization and optimization of revenue-generating processes. It involves mapping the buyer’s journey, identifying friction points, and implementing streamlined workflows to enhance efficiency and collaboration. By aligning processes, such as lead management, opportunity tracking, and customer onboarding, RevOps eliminates silos and ensures a seamless experience for customers across all touchpoints.

3. The Revenue Tech Stack

RevOps leverages technology to empower teams and drive revenue growth. The revenue tech stack comprises a suite of tools, such as customer relationship management (CRM) systems, marketing automation platforms, sales enablement software, analytics, customer engagement tools, and more. Integrating these technologies enables data-driven decision-making, automates repetitive tasks, and provides the overall revenue organization with vital insights to propel revenue.

4. Training & Enablement

RevOps recognizes the importance of equipping teams with the right skills and knowledge to excel in their roles. Training and enablement programs ensure that marketing, sales, and customer success professionals have a thorough understanding of their customers, products, processes, and the tools at their disposal, fostering collaboration,  adaptability, and consistent value delivery to customers.

5. Customer Messaging Alignment

Synchronizing customer messaging across marketing, sales, and customer success teams ensures a cohesive and seamless experience for customers at every touchpoint. This alignment enables teams to deliver targeted and personalized content, understand customer needs, and address pain points effectively, resulting in increased customer satisfaction and loyalty.

6. Continuous Improvement Programs

Mature RevOps teams emphasize a culture of continuous improvement. By anchoring on key metrics, organizations can identify areas for enhancement, iterate on processes, and experiment with new strategies. Continuous improvement programs encourage cross-functional collaboration and empower teams to test and implement innovative ideas that optimize revenue generation and customer experiences.

By focusing on the six key elements—Metrics, Process & Methodologies, the Revenue Tech Stack, Training & Enablement, Customer Messaging Alignment, and Continuous Improvement Programs—businesses can unlock greater synergy, improved customer experiences, and accelerated revenue growth. Embracing Revenue Operations is a strategic game-changer that propels companies to the forefront of today’s competitive landscape, enabling them to flourish in an increasingly customer-centric and data-driven world.

At TechCXO, we boast the expertise and experience to guide you in building or enhancing your RevOps functionality.  If you’re intrigued to learn more about our approach and service offerings, please click here to schedule a 30-minute discussion with one of our experts.  We’re excited to connect with you!

TechCXO Celebrates 20th Anniversary

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TechCXO Celebrates 20 Years of Revolutionizing Executive Leadership On Demand

The Pioneer in Fractional, Part-Time and Interim Executive Services Has Served More than 7,000 Clients and Supported Over $6B in Transactions

ATLANTA, GA (June 13, 2023) –TechCXO, the leading provider of part-time, fractional, and interim executive leadership to fast-growing companies, is proud to announce its 20th-anniversary celebration. Since its founding in 2003, TechCXO has been at the forefront of providing proven executives with the expertise and experience needed to drive growth and success for its clients.

“TechCXO has been changing the game in fractional executive leadership for two decades, and we are thrilled to mark this milestone,” said Kent Elmer, Managing Partner of TechCXO. “Our team of experienced operational executives has helped countless companies achieve their growth goals, and we look forward to continuing to provide innovative solutions for our clients.”

TechCXO was founded in 2003 on the premise that companies can benefit from having the best executive talent available and serving as their CFOs, CTOs, CSOs, CMOs, CROs, COOs, CHROs and other executives on a part-time or project basis. Companies might not otherwise be able to access the talent and experience level of a TechCXO partner and teams due to cost or availability.

TechCXO has assisted more than 7,000 clients in its history. In addition to executive support, companies can also outsource their entire Finance, Sales & Marketing, IT, HR and Operations functions to TechCXO for 50-75% less than it costs to staff full-time, loaded salaries. All TechCXO partners and staff are U.S. and U.K.-based.

Earlier this year, TechCXO announced that it has surpassed $50 million in annual service fees in 2022. The firm is poised to continue its growth trajectory and has put in place its new regional leadership team.

In March of this year, TechCXO introduced CXO Partners, a new services firm specifically focused on providing accomplished interim executives to middle market companies in the $30M-$500M-plus range.

Mike Casey, TechCXO’s co-founder and Managing Partner – Finance, is leading CXO Partners as its new Managing Partner. The CXO Partners leadership team has accomplished operating partners serving as interim C-suite executives for the middle-market.

About TechCXO
TechCXO is a pioneer in providing high-potential companies across the country with industry-relevant interim, part-time and fractional executives on-demand. More than 7,000 companies, from startups to the Global 1000, have entrusted TechCXO to help with their critical functions by calling on TechCXO executives as their CFOs, CEOs, COOs, CSO, CROs, CTOs, CMOs, CHROs and other executive roles. TechCXO’s major practice areas are: Finance & Accounting, Product & Technology, Revenue Growth, Human Capital and Executive Operations. For more information about the firm, please visit https://www.techcxo.com

Focus On Your MVA: Minimum Viable AUDIENCE

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Founders and product leaders at startups and early-stage companies know all about the need to build MVPs — minimum viable products — at the beginning stages of their company trajectories. Before loading on additional benefits and use cases, start with a version of your product with just enough features to be attractive to and usable by a specific early customer. This helps validate your product, create initial revenue, and develop a feedback loop for insights to guide future product evolution opportunities. Focus your efforts on the MVP, make it successful, and then start building and scaling.

So why do so many of these early-stage companies take the opposite approach to the segmentation and marketing of their products? I can’t tell you how many times I have seen companies in these early phases targeting their product to multiple disparate audiences. They throw them all against the wall and see what sticks, adding varied audiences to their pitch decks, their website, and their collateral.

For example, I’ve worked with healthcare start-ups that target providers, patients, payors, employers, and beyond — all at once. It’s almost easier to identify whoM they don’t target vs. who they do.

Now, you might think it makes sense to appeal to as many different types of customers as you can at first to keep your options open and to see what works. Or that excluding anyone who might be interested in your product would mean losing a potential sale.

But the truth is, this un-focused approach creates a number of big problems.

Firstly, to put it bluntly, it’s a lazy approach to strategy. Being strategic is all about making choices about your actions. As economic theorist Michael Porter says, the essence of strategy is choosing what not to do. By choosing not to choose, you’re not being strategic.

Secondly, different audiences will have different needs, preferences, and customer journeys — so a one-size-fits-all approach will fail.

It’s unlikely that early-stage companies can take the time to fully understand these different consumers. But it’s especially unlikely they can create different types of messaging and offerings to get all these different types of consumers to consider and buy from them.

Which leads to the last, and most important problem this unfocused targeting approach creates: It diffuses a company’s already limited and strained resources. Because both time and money are especially scant, developing strategies and assets for multiple audiences is likely unaffordable.

Instead, startups should begin by focusing on MVAs: minimum viable audiences. Identify the best target for your product who can help you begin to build your business. This is the group that represents the most attractive segment, which can be accessed most easily with your current product and company, and that offers enough revenue to grow the business.

Then ruthlessly learn about, understand, and build a marketing system to engage your MVA. And for now, disregard the multiple different audiences who could also be targeted, just as you have the myriad other attributes you could have added to your MVP. With this strategic prioritization, you are ready to drive more powerful and effective marketing and revenue generation.

Email Michael | LinkedIn | Download Michael’s CV (PDF)

Celebrating TechCXO’s Female Leaders

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Celebrating TechCXO’s
Female Leaders

Nicole Siokis – COO

I started my career in the US Army, clearly a male-dominated profession, where I often found myself to be one of very few women in the room. With women making up less than 20% of our armed forces, it was never lost on me that there were trailblazers who had come before me, who fought hard so that I, too, could serve my country. Since leaving the military, I have been fortunate to be surrounded by strong, smart women who lifted each other up and who reached out a hand to help other women climb the ladder alongside them. These women I know push boundaries, speak up and speak out. They have a valiant spirit that all of us should pass on to future generations of young, professional women.

Maria Goldsholl – Managing Partner CHRO

For me, the most rewarding opportunities were unplanned opportunities that I was curious about. Sometimes those opportunities weren’t a straight lineup, nor were they in my “plan.” In some cases, I took a step back in pay, industry, or title to get experience in something I was interested in or out of necessity. So while it is great to have a plan and work that plan, my advice is to stay open and curious to things outside of your plan because they may end up being better than anything you could have imagined. Get comfortable with risk and have confidence that you will make any new experience work. See your career as non-linear or a series of squiggly lines that gets you exposure and breath to learn and grow. I would also say to be trustworthy and give generously when you can without expecting anything in return. I am a big believer in career Karma.

Rose Lee – Managing Partner – CMO, CCO

Being a woman in the technology industry can be challenging at times, as it is a male-dominated field with certain stereotypes and biases that can create barriers to entry and career advancement. At times, it is necessary to consistently work smarter and harder to achieve my goals. With the support of mentors, allies, and advocates, women can overcome obstacles and succeed in the technology industry, paving the way for future generations of women to follow in our footsteps.

Karen Reynolds – CFO

At one point in my business career, I had a female peer challenge me to get out of my comfort zone. That push taught me not to limit myself, and it allowed me to gain confidence through new experiences. Let’s continue to provide a “push” to the female professionals in our lives to get out of their comfort zone and do the unexpected – their future achievements will be limitless.

Jessica Young – COO

During the formative decades of my career, I witnessed a significant era of progress for women in leadership. Opportunities, culture, and professional norms have all undergone significant shifts, and as we celebrate “history” months and days, it is important to reflect on that past but also raise our gaze to the future. Personally, I find inspiration in speaking with young women who are just starting their academic and professional journeys. They are entering a world that we could only imagine thirty years ago, equipped with a diverse set of tools, language, and resources we did not always have. So, when they lift their gaze to tomorrow, I pay attention: it fills me with hope to glimpse the workplace they are imagining today that my daughter will one day join and it’s an honor to help them build it.
Amanda Donnelly – CMO
While marketing tends to skew female, I’ve worked in male-dominated spaces my entire career. I’ve had the experience of being quite literally the only woman in the room more times than I can count. Fortunately, the dynamic continues to shift, but access to resources as basic as encouraging girls to explore math, science, and technology is still a challenge in many communities. This is why I focus many of my engagements on female and minority-owned businesses. Knowing that access to resources is one of the biggest barriers to entry within these groups, offering my services and guidance as someone who has “been there” for female founders is core to my personal and professional values. We have to lift each other up to thrive.

Katie Reilly – CPO

Being a woman in technology can be tough at times. I encourage young professionals to lean on (and learn from) the amazing women who have paved successful career paths before us! I am a strong supporter of mentorship programs. I truly value the impact my first mentor had on my career, and I cherish opportunities to coach and mentor others just getting started as a way to pay it forward. Mentorship helps break down barriers and women in business are an unstoppable force!

Kerri Anthony – CHRO

Throughout my 20+ year career, I have been given the gift of working with truly incredible female leaders and mentors (you know who you are). They’ve profoundly shaped how I work and how I live, and I am forever grateful for their guidance. It’s always a good time to reflect on those people in our lives who’ve inspired change, broken barriers, and invested in other women. But Women’s History Month is perhaps an ideal moment to remind ourselves to make time to nourish relationships with other women, to invest in them, to encourage and inspire them, and to lift them up. We are in this together and we can do amazing things when we support each other.

Questions? Call Us or Email

If you’ve never outsourced or used executives on demand before, you’re sure to have a lot of questions. Don’t worry, we’re more than happy to answer them all.
And we know everything there is to know about this unique model. Schedule a call with us or send an email now.

Fractional Executives During Crisis

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During A Crisis, Your Fractional CFO Morphs into a Platoon of Experts

With the right firm, fractional executives quickly extend expertise exponentially

TechCXO and The SVB and PPP Use Cases

In crisis, conflicting information, rumors, speculation — even panic — reign. The ability to find reliable, actionable information is at a premium. In a fractional executive model, a business can quickly turn a quarter or half of a CFO, COO or CTO into 50 experienced, coordinated executives.

SVB & 40 Hours

The Silicon Valley Bank collapse happened in less than 40 hours.  On the night of Wednesday, March 8, SVB publicly announced it was seeking capital to stem concerns about liquidity. By Noon of March 10, federal regulators informed the market and public that SVB had failed and was placed into receivership.

If you banked with SVB or knew someone who did, you knew the mad scramble and chaos that ensued by senior executive teams, CFOs, Controllers and Boards in those days to (1) Get a balance statement of how much was held there, particularly if it exceeded the $250,000 FDIC protection limit;  (2) Find another institution willing to quickly secure your money in a new account; and (3) Get money wired out of the failing banks and into the new institution(s).

The cost benefits of a fractional executive are well known. What’s less well appreciated is how an organization such as TechCXO can exponentially increase access to expertise, information, and connections quickly

At the height of the crisis, conflicting information about slowed down or shut down wire out processes was swirling. There were rumors of FDIC and Federal Reserve intervention, loan deals from “white knights” to rescue SVB and shore up depositors, liquidation of SVB’s Treasury Securities to serve as a dividend for depositors, and even an FDIC portal and hotline to file claims. During all this, trading on First Republic, Signature Bank and Western Alliance halted, adding to the nervousness of full-on banking and financial systems meltdown.

Within hours, TechCXO’s 50+ CFOs from around the country had solid, actionable information, and were quickly separating rumor from fact, including:

  • VCs and the LPs (Limited Partners) for many tech portfolio companies were indeed having difficulties with wire out processes. Loan deals in process were likely at risk.
  • Reliable sources said plans to raise capital to save SVB were not successful
  • Updates regarding FDIC phone numbers and claims portal, along with instructions
  • Options to diversify to a secondary bank or to secure a new primary bank were recommended, including reliable references and contact info for specific representatives.
  • Real-time updates related to accessing accounts and the status of wire payments, as well as alternative platforms in FinTech and Cryptocurrency, such as Bitcoin.
  • Posted warnings about fraudulent SVB websites
  • Even supplemental state-led insurance options above FDIC backstops were provided.

The Benefits of Connected, Networked Executives

The benefits of fractional executives in terms of cost savings is well-known, as are the perks of accessing a higher-level of executive talent than your organization might warrant in early stages. What’s less well appreciated is how an organization such as TechCXO can exponentially increase access to expertise, information, and connections quickly.

TechCXO CFO Partners quickly formed a Slack channel and a division of labor to gather information and filter it through a subgroup to be disseminated to all partners. It accessed its vast network of bankers, VCs and PE partners, accountants, company executives, lawyers and others to settle on a reliable set of facts from which to act. Even a large, enterprise-level companies that are well staffed don’t have this level of experienced C-suite executives that the TechCXO partnership represents. Also, new entrants to fractional and interim executive resources, such as large Executive Search firms, don’t have this connected, collegial bench of executives from which to draw knowledge.

PPP As Training Ground

TechCXO had been here before during the COVID outbreak and the subsequent opportunity — and confusion — surrounding The CARES Act Paycheck Protection Program (“PPP”) or 7(a) loans program, as well as the The Small Business Association’s Economic Injury Disaster Loan (EIDL) program, which provided small businesses with working capital loans of up to $2 million.

Similarly, there was much confusion about eligibility, requirements, and restrictions in a constrained time period. Then, as today, TechCXO pooled its intellectual capital and experience to quickly and reliably guide clients through the fog. One product was the decision tree (see graphic) that TechCXO provided its clients, vendors, partners, and colleagues to guide them through programs that were proper for them.

50 for the Price of 1/2

Fractional executives always make sense in times of recession, inflation, labor shortages and fast growth for accessing talent, realizing savings, and gaining efficiency. In times of crisis, accessing a platoon of proven, experienced executives through your one on-demand executive relationship may hold the greatest value of all.

Navigating the Complexities of Mergers & Acquisitions with Fractional Executives

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Mergers and acquisitions (M&A) are complex transactions that involve the combining of two companies. While increasing market share is often cited as a primary reason for M&A activities, these transactions can sometimes fall short of this goal. Mergers and acquisitions fail for a variety of reasons, including cultural difference, integration issues, and strategic misalignment.

Cultural Differences

When two companies merge, there may be significant differences in the corporate cultures and values of the organizations. This can lead to conflicts and difficulty in integrating the two entities, resulting in a lack of collaboration and a failure to achieve the desired synergies.

For example, consider Google’s acquisition of Nest. Nest had a culture that was top-down driven with a visionary and vocal CEO. Google’s culture is more product-centric and bottom-up. It is known for giving engineers autonomy to experiment. To further complicate matters, Nest’s acquisition of Dropcam also resulted in cultural clashes. Ultimately, these culture issues led to the departure of Nest’s CEO.

Fractional C-suite executives are both insiders and outsiders at the same time. They are fully on board with the client’s executive team and leading their functional area of expertise. In this way, they are insiders. But, as newbies to an organization, they bring a fresh outside perspective to team dynamics. Fractional CXOs do not bring preconceived expectations from either side of a company merger, so their outside perspective allows them to identify concerns, drive collaborative solutions and head off cultural team derailments.

Integration Issues

Merging two companies requires significant effort and resources to integrate the operations, systems, processes and people of the two organizations. If the integration process is poorly managed, it can result in disruptions to business operations and customer service, leading to dissatisfaction among employees, customers, and shareholders.

A third-party assessment used to either derive or review an M&A integration plan can help fuel desired business outcomes. Business leaders, such as fractional C-suite executives, who have “been there, done that” offer an informed viewpoint and add value from due diligence to post-merger integration.

Strategic Misalignment

M&A activities require careful consideration of the strategic goals and objectives of both companies. If the strategic goals and objectives of the two companies are not aligned, it can result in a failure to achieve the desired synergies and increased market share between the two organizations.

Consider, for example, Unilever’s acquisition of Dollar Shave Club. Dollar Shave Club had sales of $152 million before Unilever paid $1 billion to purchase the company. Unilever did not have knowledge of the category before buying the company as it did not have a razor product. As the acquiring company, Unilever expected to sell more of its products direct-to-consumer, based on Dollar Shave Club’s success in the channel. The company also expected to sell more of its non-razor products to Dollar Shave Club customers. Neither of these things happened at the pace Unilever anticipated.

Experienced fractional executives can help evaluate sourcing goals and mitigate strategic misalignment. Such leaders often bring a perspective from multiple industries and can provide a vision on the future of each. It is safe to say that Unilever would have benefit from a stronger DTC business leader’s perspective that did not come from inside Dollar Shave Club. Such knowledge could have aided Unilever in setting expectations and informing its acquisition price.

Overall, M&A activities can be complex and require careful planning, execution, and integration to achieve the desired benefits. Failure to address the challenges and risks associated with M&A activities can result in significant financial losses and a failure to achieve the intended strategic objectives. Fortunately, fractional C-level executives are accessible to lower middle market and larger companies to help navigate the complexities of M&A from sourcing to post-merge integration.

Email Katherine  | LinkedIN | 626-344-8730 | Download Katherine’s CV (PDF) | Twitter

TechCXO Introduces CXO Partners

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TechCXO Introduces CXO Partners

Interim Executive Services Firm to Serve Middle Market

ATLANTA, March 9, 2023 – TechCXO®, a pioneer and leading provider of industry-relevant, part-time and fractional executives and teams, today introduced CXO Partners, a new services firm specifically focused on providing accomplished interim executives to middle market companies in the $30M-$500M-plus range. Mike Casey, TechCXO’s co-founder and Managing Partner – Finance, will lead CXO Partners as its new Managing Partner. The CXO Partners leadership team also includes Dean Brown, Managing Partner for the Information Technology practice, and Maher Maamari, Managing Partner for the Growth and Executive Operations practice.

“CXO Partners is a natural extension of TechCXO services. Many times we’ve had inquiries from private equity firms and companies needing full-time, interim executive leadership. CXO Partners will fill that need,” said Mike Casey. “The first person I thought of to join CXO Partners was Maher Maamari. Maher is a unique talent. He can create new opportunities and scale smaller organizations quickly, and he has a great record in strategically pivoting larger enterprises toward better markets, products and results. Maher’s reputation for impactful leadership is stellar within the energy, industrial and natural resources verticals. It’s a major coup to have him on our leadership team.

“It is also a major coup for us to have Dean Brown lead our Information Technology practice. Dean is a technology strategist and CIO of the first order. He has led multiple organizations through important transformations, driving them to new levels of performance and success,” Casey added.

CXO Partners is a collection of proven C-suite executives who have successfully led multiple, enterprise-level organizations.

(SEE FULL PRESS RELEASE HERE)

Roles

CXO Partners fill a variety of roles as interim executives and functional consultants, including:

Executive Operations & Growth – These include executive leadership roles such as CEO, COO, Chief Commercial Officer, Chief Revenue Officer, Executive Director, General Manager and Principal.

Finance – Chief Financial Officer and Chief Accounting Officer. Executives may also fill Board-level roles such as Audit Committee Chair.

Information Technology – Roles include Chief Information Officer, Chief Technology Officer, Chief Information Security Officer, Chief Data Officer, and Chief Digital Officer.

Services & Industries

The expertise of CXO Partners extends beyond interim executive services to include the following:

Technology Strategy & Innovation – Provide vision, strategy and management oversight.  Work with executive leadership teams to align business and technology strategies required to deliver growth, transformation, efficiency, and operational excellence.  This includes digital and data strategies, cyber security, IT operations, vendor management, IT risk management, project management, and best practices with KPIs.

Mergers & Acquisitions – Support includes attracting bidders and selecting targets, IP issues, financial and operational due diligence, price and term negotiations, capital requirements. Including post-transaction convergence, restructuring, integration and efficiency realization.

Restructuring and Turnaround – Organizational alignment and structure, performance management.

Digital Transformation and Asset Performance Management (APM) Planning & Assessment – Includes Digital Transformation assessment, planning and implementation, focusing on the intersection and convergence of IT/OT to enable business processes to improve and increase digital maturity and effectiveness. Evaluate people, systems, and processes to help companies manage their digital journey and maturity.

CXO Partners fulfill functional needs within industry segments that include: Technology & Software; Healthcare and Life Sciences; Business Services, including Legal Tech; Financial Services, including FinTech, Energy & Natural Resources Industries; Manufacturing; and Consumer & Retail.

Leadership

Dean Brown (bio) leads CXO Partners’ Information Technology practice. He has more than 30 years of technology and operational leadership experience. He builds, drives and guides all aspects of an organization’s Information Technology (systems, processes and people) in order to directly align business and IT strategy resulting in growth, efficiency and operational excellence. Dean has served as CIO and COO for multiple organizations, including large commercial banks, as well as venture and private equity-backed fintech, payments and financial services companies. Dean completed his Bachelor of Science in Business Information Systems from Virginia Commonwealth University and his Master’s Certificate in Project Management from George Washington University. He is a Certified Information Systems Auditor (CISA) and a board member, RAM Athletics, Virginia Commonwealth University.

Maher Maamari (bio) is an accomplished senior executive with extensive proven experience in global business leadership, strategic management, opening new markets and structuring around winning teams. He has worked in multiple, billion-dollar-plus enterprises as Chief Commercial Officer, Chief Revenue Officer, and Managing Director.  He is a transformative and entrepreneurial leader skilled in setting up business operations with emphasis on revenue and growth in established and new markets. Maher has extensive experience in industrial software solutions and SaaS technologies across multi-billion asset intensive industries. He is passionate about Asset Performance Management (APM) as part of customers’ digital journey towards operational excellence and energy transition.

Mike Casey (bio), co-founder of TechCXO, LLC, today a $50m+ firm. He currently serves as Managing Partner for TechCXO’s Finance & Operations (CFO) practice. Mike is also on TechCXO’s Executive Committee. During his career, Mike has been a CFO for multiple publicly-traded companies. He began his career in public accounting and holds a bachelor’s in business administration degree in accounting from The University of Georgia.

CXO Partners’ ability to meet companies’ growth, financial and technology needs are enhanced by two veteran interim executives, Liam Brenner and Gerry Hayden. Liam Brenner (bio) is a C-Level finance and operations executive. For more than 20 years, he has consistently delivered exceptional results as a CEO, CFO, and COO for both client companies and owned or started ventures. Gerry Hayden (bio) has been a CFO and strategic finance consultant for more than 30 years. Gerry’s primary area of expertise is healthcare, and he has deep domain experience in the payor, service, provider and technology sectors of healthcare.

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About TechCXO
TechCXO is a pioneer in providing high potential companies across the country with industry-relevant interim, part-time and fractional executives on-demand. More than 5,000 companies, from startups to the Global 1000, have entrusted TechCXO to help with their critical functions by calling on TechCXO executives as their CFOs, CEOs, COOs, CSO, CROs, CTOs, CMOs, CHROs and other executive roles. TechCXO’s major practice areas are: Finance & Accounting, Product & Technology, Revenue Growth, Human Capital and Executive Operations. For more information about the firm, please visit https://www.techcxo.com.

About CXO Partners

CXO Partners is a collection of proven C-suite executives who have successfully led multiple, enterprise-level organizations. As C-level operators and consultants, we lead organizations through transformational improvements. We are focused on providing interim services for established and lower middle market enterprises in software, energy, industrial, business and financial services, healthcare, consumer & retail, typically $30M – $500M+, depending on the industry sector. Our key services include interim management, corporate performance improvement, M&A, Digital Transformation and Asset Performance Management (APM) planning & assessment and restructuring and turnarounds. For more information, visit: https://cxo.partners/.

 

TechCXO 2022 Results

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TechCXO Reports Full-Year Revenue Growth for 2022; 19th Straight Year of Top-Line Growth

(FROM PRESS RELEASE)

ATLANTA, GA – TechCXO, a pioneer in providing industry-relevant, on-demand executives and teams to companies in the U.S. and U.K., reported an increase of 27% in annual service fees in 2022 over 2021 to more than $52 million. TechCXO has increased revenue every year since its inception in 2003.

“As TechCXO celebrates its 20th anniversary this year, we are in the strongest position in our history. We now have more than 100 partners – the most in our history – and 90 consultants. We are retaining our partners at record rates because they love their clients, the firm’s business model and our collegial environment,” said J. Kent Elmer, TechCXO’s Managing Partner. “Very soon we will be announcing a major new service offering in response to requests from the private equity community and middle-market companies for full-time, interim executives.”

TechCXO was founded in 2003 on the premise that companies can benefit from having the best executive talent available and serving as their CFOs, CTOs, CSOs, CMOs, CROs, COOs, CHROs and other executives on a part-time or project basis. Companies might not otherwise be able to access the talent and experience level of a TechCXO partner and teams due to cost or availability.

TechCXO has assisted more than 5,000 clients in its history. In addition to executive support, companies can also outsource their entire Finance, Sales & Marketing, IT, HR and Operations functions to TechCXO for 50-75% less than it costs to staff full-time, loaded salaries. All TechCXO partners and staff are U.S. and U.K.-based.

“TechCXO was built on financial expertise from our CFO partners, and it remains our largest practice, but our Product & Technology and Executive Operations groups were our fastest growing practices last year,” added Kent Elmer. “The market for proven executive leadership talent is tight, so new companies are entering the space, but our two decades of experience providing expert, on-demand support is a differentiator, we believe.”

Recently, TechCXO named new regional leadership.

CONTINUE READING PRESS RELEASE

TechCXO Names New Regional Leadership

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TechCXO Names New Regional Leadership

Executives On-Demand Firm Updates Geographic Alignment in Mid-Atlantic and Central U.S

ATLANTA (January, 31, 2023) — TechCXO®, a pioneer and leading provider of industry-relevant, part-time, fractional and interim executives and teams, today announced that it has named new regional leadership. Effective immediately the following partners will be leading these regions as Managing Partners:

Central U.S. – Viraj Parikh (bio), who has served as TechCXO’s Managing Partner for Nashville since the firm began operations there in 2017, will now lead the firm’s Central Region, which includes Austin, Dallas, Chicago/Great Lakes, and Nashville. Additionally, Viraj will be leading the firm’s recruiting and outreach efforts in cities of interest which include Cleveland, Ohio; Columbus, Ohio; Detroit, Michigan; Houston, Texas; and Indianapolis, Indiana. TechCXO now ranks as a Top 10 Management Consulting Firm, according to Nashville Business Journal.

Mid-Atlantic – Jim Corr (bio), who has led TechCXO’s operations in Philadelphia since joining the firm in 2019, is an accomplished CFO with 30 years of financial management experience. Jim will now add North Carolina cities to his responsibilities with an emphasis on Charlotte and Research Triangle Park. Jim will also lead TechCXO in metro Washington, D.C.

TechCXO will continue to be led in Boston by Chris Thomajan (bio), and in New York by Ted Stone (bio). In Atlanta, TechCXO’s headquarters, Kent Elmer (bio) remains firm-wide Managing Partner; Mike Casey (bio), TechCXO’s co-founder, now leads TechCXO’s Finance & Operations Practice, and Paul Sansone (bio) leads outreach in metro Atlanta.

TechCXO has increased revenue every year since its inception in 2003. The firm was also on the Inc. 5000 list of the nation’s fastest-growing private companies for 13 straight years.

“Our strategic realignment is focused on recruiting qualified new partners in our current markets and in new cities,” said Kent Elmer, TechCXO’s Managing Partner. “Viraj has done a terrific job growing our Nashville presence, and we’re excited about his plans for the middle of the country. Jim Corr took the reins in Philadelphia and immediately began expanding our network and influence, which he is sure to do as he assumes leadership in D.C. and Carolina.”

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About TechCXO
TechCXO is a pioneer in providing high potential companies across the country with industry-relevant interim, part-time and fractional executives on-demand. More than 5,000 companies, from startups to the Global 1000, have entrusted TechCXO to help with their critical functions by calling on TechCXO executives as their CFOs, CEOs, COOs, CSO, CROs, CTOs, CMOs, CHROs and other executive roles. TechCXO’s major practice areas are: Finance & Accounting, Product & Technology, Revenue Growth, Human Capital and Executive Operations. For more information about the firm, please visit https://www.techcxo.com.