About this episode
Just where and how Glenn Hopper came to acquire his finance skillset exposes an organizational dysfunction to which no small number of finance leaders have likely contributed. As a product manager for a small telecommunications firm, Hopper was asked by the vice president of marketing to begin giving presentations at a recurring management meeting regarding the allocation of marketing dollars and their impact on his specific product’s P&L. “I was basically doing shadow FP&A for the marketing team,” explains Hopper, who adds that his presentations caught the eye of the company’s chief operating officer, who subsequently “poached” Hopper and tasked him with producing a similar financial analysis for the company’s operations at large. “The COO was tired of having to battle the CFO for the resources that he needed,” remarks Hopper, who went on to lead a department of 32 employees that was principally tasked with managing a $150 million annual operations budget, including $130 million of SG&A and $20 million of capital. Looking back, Hopper recalls that “the company’s environment was very siloed—the finance team was very protective of their data, so the operations team was unable to plan because they did not have access to it.” According to Hopper, finance’s proprietary approach with the company data quickly began to magnify its cross-functional planning challenges as the company acquired and merged with a string of other firms. “What I learned from having to scrap and battle for the budgetary dollars outside of finance and at the same time still liaison with finance people was the importance of the finance department not just being in this ivory tower but seeking to understand the challenges of other departments,” he notes. Along the way, Hopper became visible throughout the organization to functional heads and C-suite executives, as well as to company investors, one of whom helped Hopper to open his first CFO career chapter when he recruited him to become finance chief for one of his new angel-round companies. –Jack Sweeney