Quantum of ValueGlobal digital entertainment
The CFO who didn’t need to become technical to hold technology to account
A global digital entertainment platform brought in a new CFO with no technology background, into an argument about whether the products were performing at all. Quantum of Value gave him a way to read technology performance directly, in business terms, and worked with the technology leadership to refocus on revenue.
Weeks, not quarters
to a KPI set the CFO could read for himself
3 functions
sales, marketing and technology on the same objectives
Revenue first
delivery refocused on revenue generating features
No translation
technology held to account on its numbers, in business terms
Ready to get started?
Book a conversationAsk yourself…
“If you inherited a technology organisation tomorrow and had no technical background yourself, could you tell within weeks whether it was actually driving revenue, or would you be relying on everyone else’s word for it?”
Challenge
A global digital entertainment platform brought in a new CFO with no technology background. The sales organisation was convinced the products were not performing, and he needed to find out whether that was actually true, and if so, what to do about it. The difficulty was not just diagnosing the problem. It was that the answer sat inside a technology organisation whose language he did not speak and didn’t translate easily to revenue results.
What we did
Quantum of Value worked with the CFO to sharpen the objectives and KPIs connecting sales and technology, so that technology performance stopped being an explanation only technologists could interpret and became something he could read directly in business terms. Quantum then worked with the technology leadership itself, coaching them to focus on what actually drove revenue growth rather than what was easiest to report.
What happened next
The CFO ended up with what he needed most: the ability to judge the technology organisation on its own merits, in his own language, without depending on anyone else to translate for him. The technology leadership ended up with clear business objectives that they could translate directly into backlog and live service operations.
