933: When Transparency Drives Profits | Charly Kevers, CFO, Carta

When Charly Kevers took his mentor’s advice and swapped a corporate development role at Hewlett-Packard for a tour of duty as a director of HP’s investor relations arm, he looked forward to tackling a variety of IR requisites, including crafting the messaging that follows a change at the top.Two years and four HP CEOs later, Kevers exited HP knowing that his IR term (with its extra helping of CEO turnover) had afforded him a stint unlike any before it at HP.“It’s a highly stressful role when you are standing in front of the Fidelitys of the world and they’re asking you a lot of questions beginning with ‘What does it mean for the business and what does it mean for my stock,’” explains Kevers, who subsequently stepped into a corporate development role at Salesforce. “That experience has since helped me by allowing me in many cases to rationalize things by saying, ‘Well, this is not as bad as what I dealt with there,’” comments Kevers, who these days, as CFO of Carta, appears to be focused as much on internal communications as he is on external PR.“Having worked mostly for public companies, I‘ve been trained to not talk about any number that isn’t public information, but here at Carta, we are very transparent,” remarks Kevers, who adds that he is routinely surprised by how Carta employees respond to numbers.“We’ve been very transparent about where we want to save money and have sought to explain why we care about gross margin and metrics like sales efficiency and other things that contribute to profitability, and I have been surprised by how much people will care about them and then take ownership of them by finding ways to improve these metrics,” reports Kevers, who notes that Carta’s efforts to achieve greater  transparency are visible on the company’s P&L, which now reports the gross margin for different product areas along with product-specific marketing and R&D spending.“We can now look at how the Rule of 40 applies to every one of our product areas, so the board room discussions can be much more in-depth when it comes to discussing tradeoffs” observes Kevers, who seems to harbor as much enthusiasm for transparency outside the boardroom as he does for clarity inside its doors.“If you’re transparent and explain what metrics need to be watched,” he says, “doing so really does help to drive productive discussions between finance and the rest of the business.” –Jack Sweeney