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Thrilled to announce that CFO's Domain has been acquired by @Solomon_Edwards to expand their Office of CFO capabilities! It’s been an incredible journey the last 7 years, from starting my own firm with my partner to navigating a global pandemic 9 months later, to growing and selling the company, I couldn’t be more excited for what lies ahead.
Grateful beyond words to our families, team, clients, and everyone who supported this journey. Couldn't have done it without you.
Full details: businesswire.com/news/home/2026…
Grateful beyond words to our families, team, clients, and everyone who supported this journey. Couldn't have done it without you.
Full details: businesswire.com/news/home/2026…
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Patrick Coggins retweeted
Something I keep seeing in the current hiring environment that is worth naming.
Your hiring process is a signal.
It tells every candidate what working there will feel like before they ever join.
Slow and indecisive in the process communicates slow and indecisive in the culture.
The candidates you most want have other options. They are watching.
Your hiring process is a signal.
It tells every candidate what working there will feel like before they ever join.
Slow and indecisive in the process communicates slow and indecisive in the culture.
The candidates you most want have other options. They are watching.
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The fastest way to lose a team in a new role is to change things before you understand them.
The second fastest is to not change anything at all.
Moving with conviction while listening carefully enough to earn trust.
That balance is genuinely hard to hold.
The second fastest is to not change anything at all.
Moving with conviction while listening carefully enough to earn trust.
That balance is genuinely hard to hold.
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Patrick Coggins retweeted
Nobody starts a business because they love reconciling accounts.
And there's nothing wrong with that.
You got into this to build something and serve customers.
The books end up being the thing that gets handled last, usually by whoever has a spare hour. Then the forecasts start feeling shaky and nobody trusts the margins, so the natural move is to go hire a CFO.
That's usually a controller problem. A controller owns the accounting side day to day and makes sure the numbers can be trusted.
Sometimes the work starts as basic as rebuilding the chart of accounts, which is just how revenue and expenses get categorized so everything lands in the right place.
I think of accounting as the rearview mirror. It tells you what actually happened.
The CFO is looking through the windshield at where the business is going, and that only works if the mirror is showing you the truth.
Bring in a CFO too early and you end up paying CFO rates for controller work. Wait too long on the controller and the founder ends up holding it all together, or an overloaded bookkeeper does.
So before you ask who to hire, ask what's actually broken. If you can't trust the numbers, start there. If the numbers are solid and the question is where to put the next dollar, that's when a CFO starts paying off.
Who owns your month-end close today?
And there's nothing wrong with that.
You got into this to build something and serve customers.
The books end up being the thing that gets handled last, usually by whoever has a spare hour. Then the forecasts start feeling shaky and nobody trusts the margins, so the natural move is to go hire a CFO.
That's usually a controller problem. A controller owns the accounting side day to day and makes sure the numbers can be trusted.
Sometimes the work starts as basic as rebuilding the chart of accounts, which is just how revenue and expenses get categorized so everything lands in the right place.
I think of accounting as the rearview mirror. It tells you what actually happened.
The CFO is looking through the windshield at where the business is going, and that only works if the mirror is showing you the truth.
Bring in a CFO too early and you end up paying CFO rates for controller work. Wait too long on the controller and the founder ends up holding it all together, or an overloaded bookkeeper does.
So before you ask who to hire, ask what's actually broken. If you can't trust the numbers, start there. If the numbers are solid and the question is where to put the next dollar, that's when a CFO starts paying off.
Who owns your month-end close today?
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Patrick Coggins retweeted
Before cutting roles, it’s worth looking at how much time the organization spends producing updates that don't change a decision. AI can help eliminate that duplication, but only if leaders are willing to rethink the process itself. Automating a bad process just makes it faster.
Kroger's CEO told employees the company needs to "reduce duplicative work" as it plans 3,000 corporate layoffs and leans on AI.
For most managers, though, the duplicative work isn't a person. It's the status report three people already updated in the tracker.
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Patrick Coggins retweeted
A lot of professionals are quietly asking a question right now.
If this changes, who am I.
Your identity is more durable than the container it has been living in.
The title does not define you. The work you did to earn it does.
If this changes, who am I.
Your identity is more durable than the container it has been living in.
The title does not define you. The work you did to earn it does.
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Something I keep seeing in the current hiring environment that is worth naming.
Your hiring process is a signal.
It tells every candidate what working there will feel like before they ever join.
Slow and indecisive in the process communicates slow and indecisive in the culture.
The candidates you most want have other options. They are watching.
Your hiring process is a signal.
It tells every candidate what working there will feel like before they ever join.
Slow and indecisive in the process communicates slow and indecisive in the culture.
The candidates you most want have other options. They are watching.
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Patrick Coggins retweeted
Finance is a natural place to apply AI because so much of the work follows repeatable processes, but the real test is whether it can handle exceptions reliably. Automating the routine work is valuable. Knowing when to stop, flag an issue and bring in human judgment is what makes it useful in a finance function.
@businessbarista
@businessbarista
The CFO’s office might be the most underrated place to build AI right now.
Huge budgets, a ton of repetitive work, and teams that are stretched thin every single month.
@hyphenate saw it early. They just announced a monster $45M Series A at a $270M valuation led by Nexus Venture Partners, with B Capital and OpenAI, HubSpot, and Dropbox joining in.
Here’s why it matters for the enterprise AI playbook:
They didn't build another novelty chatbot. They built an autonomous finance platform for the office of the CFO.
Their agents run real workflows across revenue, treasury, and accounting. The software executes the heavy lifting across existing systems, learns the operation, and only flags a human when genuine judgment is required.
When product-market fit hits hard in enterprise software, it means you're solving a massive, painful problem.
Check out the full story and what the team is building: hyphenate.ai/press/hyphenat…
Massive congrats to the Hyphenate team.
#HyphenatePartner #Sponsored
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Patrick Coggins retweeted
Your network is not something you build when you need it.
It is something you maintain so that when you need it, it is already there.
The professionals navigating this moment best never stopped building relationships even when they did not need them.
It is something you maintain so that when you need it, it is already there.
The professionals navigating this moment best never stopped building relationships even when they did not need them.
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Before cutting roles, it’s worth looking at how much time the organization spends producing updates that don't change a decision. AI can help eliminate that duplication, but only if leaders are willing to rethink the process itself. Automating a bad process just makes it faster.
Kroger's CEO told employees the company needs to "reduce duplicative work" as it plans 3,000 corporate layoffs and leans on AI.
For most managers, though, the duplicative work isn't a person. It's the status report three people already updated in the tracker.
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A lot of professionals are quietly asking a question right now.
If this changes, who am I.
Your identity is more durable than the container it has been living in.
The title does not define you. The work you did to earn it does.
If this changes, who am I.
Your identity is more durable than the container it has been living in.
The title does not define you. The work you did to earn it does.
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Patrick Coggins retweeted
I started in accounting and ended up co-founding a consulting firm.
I led bands in my twenties and that taught me more about reading a room than any leadership training I have ever done.
I am now operating inside a PE-backed enterprise after years of running my own thing.
None l of it was the result of saying yes to something that felt slightly uncertain and figuring out the rest while moving.
I think that is actually the honest version of most careers that look intentional in retrospect.
Not a strategy. A series of moves made with the best information available at the time, combined with enough curiosity to keep going when it got hard.
I led bands in my twenties and that taught me more about reading a room than any leadership training I have ever done.
I am now operating inside a PE-backed enterprise after years of running my own thing.
None l of it was the result of saying yes to something that felt slightly uncertain and figuring out the rest while moving.
I think that is actually the honest version of most careers that look intentional in retrospect.
Not a strategy. A series of moves made with the best information available at the time, combined with enough curiosity to keep going when it got hard.
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Patrick Coggins retweeted
SpaceX's $100B ARR goal is measured on one month.
December.
December revenue times 12. So December alone needs about $8.33B (my math).
Q3 averaged $4.86B a month. That's a 71% jump in one quarter, and the CFO said on the Q3 call they "remain on track".
The Q1 2027 guide, $33B .3B a month (my math).
At $2.0T, SpaceX trades at 20x the ARR it says it hits in 65 days.
$SPCX
December.
December revenue times 12. So December alone needs about $8.33B (my math).
Q3 averaged $4.86B a month. That's a 71% jump in one quarter, and the CFO said on the Q3 call they "remain on track".
The Q1 2027 guide, $33B .3B a month (my math).
At $2.0T, SpaceX trades at 20x the ARR it says it hits in 65 days.
$SPCX
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Finance is a natural place to apply AI because so much of the work follows repeatable processes, but the real test is whether it can handle exceptions reliably. Automating the routine work is valuable. Knowing when to stop, flag an issue and bring in human judgment is what makes it useful in a finance function.
@businessbarista
@businessbarista
The CFO’s office might be the most underrated place to build AI right now.
Huge budgets, a ton of repetitive work, and teams that are stretched thin every single month.
@hyphenate saw it early. They just announced a monster $45M Series A at a $270M valuation led by Nexus Venture Partners, with B Capital and OpenAI, HubSpot, and Dropbox joining in.
Here’s why it matters for the enterprise AI playbook:
They didn't build another novelty chatbot. They built an autonomous finance platform for the office of the CFO.
Their agents run real workflows across revenue, treasury, and accounting. The software executes the heavy lifting across existing systems, learns the operation, and only flags a human when genuine judgment is required.
When product-market fit hits hard in enterprise software, it means you're solving a massive, painful problem.
Check out the full story and what the team is building: hyphenate.ai/press/hyphenat…
Massive congrats to the Hyphenate team.
#HyphenatePartner #Sponsored
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Your network is not something you build when you need it.
It is something you maintain so that when you need it, it is already there.
The professionals navigating this moment best never stopped building relationships even when they did not need them.
It is something you maintain so that when you need it, it is already there.
The professionals navigating this moment best never stopped building relationships even when they did not need them.
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Patrick Coggins retweeted
One of the most common and costly leadership mistakes I have seen.
Promoting the best individual contributor into management without preparing them for what the job actually is.
Suddenly they are in a role requiring conflict navigation, developmental feedback, performance management.
None of it was tested before the promotion. None developed after.
Your best accountant and your best accounting manager are often two entirely different profiles.
Promoting the best individual contributor into management without preparing them for what the job actually is.
Suddenly they are in a role requiring conflict navigation, developmental feedback, performance management.
None of it was tested before the promotion. None developed after.
Your best accountant and your best accounting manager are often two entirely different profiles.
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I started in accounting and ended up co-founding a consulting firm.
I led bands in my twenties and that taught me more about reading a room than any leadership training I have ever done.
I am now operating inside a PE-backed enterprise after years of running my own thing.
None l of it was the result of saying yes to something that felt slightly uncertain and figuring out the rest while moving.
I think that is actually the honest version of most careers that look intentional in retrospect.
Not a strategy. A series of moves made with the best information available at the time, combined with enough curiosity to keep going when it got hard.
I led bands in my twenties and that taught me more about reading a room than any leadership training I have ever done.
I am now operating inside a PE-backed enterprise after years of running my own thing.
None l of it was the result of saying yes to something that felt slightly uncertain and figuring out the rest while moving.
I think that is actually the honest version of most careers that look intentional in retrospect.
Not a strategy. A series of moves made with the best information available at the time, combined with enough curiosity to keep going when it got hard.
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Patrick Coggins retweeted
Ted Lasso is a good reminder that humility and curiosity aren’t signs of weak leadership. People are more willing to learn, take risks, and grow when they know their leader values them as people, not just for what they deliver.
JPM Chase CEO says he's a big fan of the #leadership example set by the fictional UK soccer coach, Ted Lasso.
He's an example of a leader who prioritizes curiosity, learning, humility and valuing the people around him.
Hmmm. Lots of #heart in this.
#LeadFromTheHeart #WellBeing #HR #Management #CSuite #WellBeing
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Patrick Coggins retweeted
Clean data does not just improve reporting.
It changes how leadership thinks.
When numbers are trustworthy and available in real time, you stop spending the first forty minutes of every review debating whose numbers are right.
You start spending that time on what the numbers ut them.
That shift is not incremental. It is transformational.
It changes how leadership thinks.
When numbers are trustworthy and available in real time, you stop spending the first forty minutes of every review debating whose numbers are right.
You start spending that time on what the numbers ut them.
That shift is not incremental. It is transformational.
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One of the most common and costly leadership mistakes I have seen.
Promoting the best individual contributor into management without preparing them for what the job actually is.
Suddenly they are in a role requiring conflict navigation, developmental feedback, performance management.
None of it was tested before the promotion. None developed after.
Your best accountant and your best accounting manager are often two entirely different profiles.
Promoting the best individual contributor into management without preparing them for what the job actually is.
Suddenly they are in a role requiring conflict navigation, developmental feedback, performance management.
None of it was tested before the promotion. None developed after.
Your best accountant and your best accounting manager are often two entirely different profiles.
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Patrick Coggins retweeted
Exit interviews are conducted after it is already too late to do anything useful with the information.
The organizations that retain their best people invest in the conversations that happen before someone decides to leave.
Stay interviews. Real one-on-ones. Managers who know efore it becomes a decision.
Replacing a strong performer costs six to nine months of their salary.
That makes retention conversations look extremely cheap by comparison.
The organizations that retain their best people invest in the conversations that happen before someone decides to leave.
Stay interviews. Real one-on-ones. Managers who know efore it becomes a decision.
Replacing a strong performer costs six to nine months of their salary.
That makes retention conversations look extremely cheap by comparison.
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