Nick BradleyHost
So to kick off, there is a conversation that I have with founders more often than most, you know, most other conversations.

And then they sit across from me and they ask why the business isn't as profitable as it should be.

Now, over the next 20 minutes or so, that's the main question that I am going to answer for you.

And usually what happens when I have this conversation is I ask the question, who's leading finance? And there's a pause and there's often a blank stare.

And at that point, I get told about a bookkeeper, a spreadsheet that they kind of trust, an accountant who's sending them something about three weeks after the month has ended.

What they've described to me is the what has happened, not what is going to happen.

unstuck when they're scaling because they haven't evolved what finance should be.

So today I want to get into this in quite a lot of detail and talk to you about how you actually build a finance function that scales with you.

So specifically how it should look depending on what stage of business you're in.

Because here's the thing, the thing that is right for you in that startup phase, maybe when you're getting into that first seven figures of revenue, is the thing that's going to cost you a lot of money when you're at 10 million or into eight figures.

It's certainly going to cost you a heap of money if you are building your business to exit.

So this is one of the crucial things to get your head around as you build a more valuable company.

I want to kind of kick off with why I think founders get stranded here, right? They get stuck.

Most founders who get this wrong are usually very good with money, very good with numbers.

I mean, if you've got to a seven-figure stage in a business, you've got to be pretty good at that side, the commercial side.

So to kick off, there is a conversation that I have with founders more often than most, you know, most other conversations.

And then they sit across from me and they ask why the business isn't as profitable as it should be.

Now, over the next 20 minutes or so, that's the main question that I am going to answer for you.

And usually what happens when I have this conversation is I ask the question, who's leading finance? And there's a pause and there's often a blank stare.

And at that point, I get told about a bookkeeper, a spreadsheet that they kind of trust, an accountant who's sending them something about three weeks after the month has ended.

What they've described to me is the what has happened, not what is going to happen.

unstuck when they're scaling because they haven't evolved what finance should be.

So today I want to get into this in quite a lot of detail and talk to you about how you actually build a finance function that scales with you.

So specifically how it should look depending on what stage of business you're in.

Because here's the thing, the thing that is right for you in that startup phase, maybe when you're getting into that first seven figures of revenue, is the thing that's going to cost you a lot of money when you're at 10 million or into eight figures.

It's certainly going to cost you a heap of money if you are building your business to exit.

So this is one of the crucial things to get your head around as you build a more valuable company.

I want to kind of kick off with why I think founders get stranded here, right? They get stuck.

Most founders who get this wrong are usually very good with money, very good with numbers.

I mean, if you've got to a seven-figure stage in a business, you've got to be pretty good at that side, the commercial side.
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