Beyond the Bottom Line with Julie Oey

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So I'd say with the cost cutting side, it's probably come back in full force

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the last couple of years and no matter what that cost cutting element probably

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won't disappear.

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It's good, you know, it's not about cost cutting, though. I think I try to

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explain it to everybody's like, we need to scale the business.

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You know, as a startup, we need to get to economies of scale and conserve cash

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for a runway.

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So it's not, it's not cost cutting to hold back on investments. It's basically

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how do you, you know, how do you deploy your limited cash as efficiently as

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possible?

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Right.

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But yeah, you're all right. There's a lot more focus on the growth side as well

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. So finance typically is responsible for unit economics modeling and you're

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looking at profitability of customers, gross margin.

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So I think using that data to identify the levers of growth, what pricing is

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working, what is it, what segments, your customer base is profitable or not.

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I'm using that data to then present to the business the cases where customers

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or segments might not be as profitable as they should be, or what costs are not

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scaling like they should be.

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And then driving the growth out of that, I think is quite helpful. So

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in the last couple of years, we focused a lot on gross margins at Runa. And so

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we were able to look at customer level profitability and identify individual

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customers that were potentially loss making

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and then work with the business to reassess the commercials or the cost

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structure around those customers to help drive growth overall for the business.