Trying to solve budget issues and vendor management in your AP tool is like getting 10 band aids to cover a severe burn wound. Especially if your company is growing, you should: 1) Have the right people in procurement and finance to tackle problems strategically. 2) Re-evaluate the tool kit and technology you're arming these people with to solve the problem.

To my finance friends who are on 𝚅̶𝟸̶𝟹̶ V24 of their 2025 budgets, please do yourself (and your companies) a favor by checking the vendor spend assumptions before locking in your budgets. For those of you lucky enough to have procurement teams, work with your procurement leaders to review assumptions for top 50% of vendor spend. -Does the seat count assumption seem correct? -Does overall contract value increase/decrease make sense? -Do we still need this vendor?

As a leader in finance, procurement, or really any function, when you have the opportunity to expand your team, it’s both a privilege and a daunting task. Especially with such a strong existing team at Sudozi, the bar is high. -Can the candidate understand the value procurement brings to businesses? -Procurement workflows can be complex. Can the candidate tackle complexity to partner with our customers?

As a procurement leader, how involved are you in your company's strategic planning? Join this live discussion with insights from Freya Hurwitz, hosted by Rose Punkunus, on how to get procurement more involved. We will discuss real examples on the ways to increase procurement engagement before decisions are made, the value procurement can bring during the process, and the positive impact on execution when procurement is involved.

Yesterday I spent one of my best days as a founder at Pear’s GTM conference. [more on this later]. Based on Sudozi's progress these last few months, the Pear team surprised me with a Sudozi gong. [Thank you Ana Leyva Pepe Agell Kathleen Estreich Mar Hershenson Keith Bender and Pear VC!] As most of you know, traditionally, in enterprise sales the seller who closes a big deal gets to ring the gong. This got me thinking…. 𝐰𝐡𝐞𝐫𝐞 𝐭𝐡𝐞 𝐅 𝐢𝐬 𝐭𝐡𝐞 𝐩𝐫𝐨𝐜𝐮𝐫𝐞𝐦𝐞𝐧𝐭 𝐠𝐨𝐧𝐠?!

The path to CFO is not a linear one. With the announcement of Kevan Parekh as Apple's new CFO today, I couldn't help but look at his background: 🍎 He joined Apple in 2013, right around the time I was leaving. Before that, he had 4+ year runs at Thomson Reuters and GM. In my opinion, a great balance of diverse exposure while still putting in the time at each company. 📈🤝 Experience with Capital Markets and Business Development. I've mentioned this before and I'll continue to emphasize the importance of communication and external facing roles.