从四大会计师事务所注册会计师到构建精简财务职能推动500%增长——安德鲁·波利托

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现在，节目正式开始。

And now, onto the show.

这里是Data Rails出品的《FPNA今日谈》。

From data rails, this is FPNA today.

欢迎收听《FPNA今日谈》。

Welcome to FPNA today.

我是主持人格伦·霍珀。

I'm your host, Glenn Hopper.

今天的嘉宾是安德鲁·普利多。

Our guest today is Andrew Pulido.

安德鲁是GoHQ和Bright Flag招聘公司的副总裁兼财务总监，这两家公司都是Waypoint集团旗下的企业。

Andrew is vice president and controller of GoHQ and Bright Flag recruiting, which are both part of Waypoint Group.

安德鲁在GoHQ成长并领导会计和财务部门已有五年时间，并在2024年初领导财务团队完成了Waypoint集团对Bright Flag招聘公司的收购。

Andrew has grown with and led the accounting and finance functions of GoHQ for five years and led finance through Waypoint Group's acquisition of Bright Flag Recruiting in early twenty twenty four.

GoHQ和Bright Flag招聘公司共同为家庭配送领域的小企业主提供包括簿记、人力资源和运营支持在内的一系列后台服务。

GoHQ and Bright Flag Recruiting together provide a suite of back office services including bookkeeping, HR, and operational support to small business owners in the home delivery space.

自2020年以来，GoHQ实现了超过500%的增长，并成功入选Inc.杂志评选的

Since 2020, GoHQ has grown over 500% and has earned a spot on the Inc.

美国增长最快的5000家私营企业榜单，在过去三年中两次上榜。

5,000 list of fastest growing private companies in America, two out of the last three years.

安德鲁此前曾在公共会计领域工作，就职于毕马威会计师事务所的审计部门。

Andrew's previous background was in public accounting, working in KPMG's audit practice.

他作为一名年轻专业人士，离开四大会计师事务所加入一家没有财务团队的小型企业，带来了独特的视角。

He comes with a unique perspective as a young professional who left the world of big four public accounting for a small business with no previous finance team.

他必须依靠工具和资源来实现财务职能的扩展，以匹配快速发展的业务，同时保持精简团队，并确保所有利益相关者能及时获取信息，以支持快速优质的决策。

He's had to rely on tools and resources to enable the finance function to scale with a fast growing business while maintaining a lean team and ensuring all stakeholders receive information timely to inform quick and quality decision making.

安德鲁，欢迎来到节目。

Andrew, welcome to the show.

谢谢，格伦。

Thanks, Glenn.

很高兴来到这里。

Happy to be here.

是啊。

Yeah.

我们是在今年五月份的数据轨道活动上认识的，对吧？

So we we met at a data rails event, what, back in May earlier this year?

对。

Yeah.

没错。

Yeah.

今年早些时候。

Earlier this year.

是的。

Yep.

对。

Yeah.

我觉得我们当时的谈话内容可能和今天要聊的会非常相似。

And I think our conversation then will be probably pretty similar to one we're gonna have on air today.

就当那是我们的彩排吧。

So that consider that our dry run.

我交谈的每个人都有可能成为播客嘉宾。

Everybody I talk to is a potential podcast guest.

所以几个月前的那次谈话就是为今天对话做的准备。

So it was just that was our prep months ago for the conversation today.

没错。

Yeah.

正是这样。

That's right.

我对你在这里的工作以及你的整体事业非常感兴趣。

I was really intrigued by, you know, what you do here and what you do in general.

所以我非常期待能进一步深入交流，多谈谈我们的工作、职业发展潜力等等。

And so I was really excited to to continue the conversation further and, you know, talk a little bit more about what we're doing and and career career potential and whatnot.

是啊。

Yeah.

我特别喜欢参与初创公司的早期阶段，作为首批成员从零开始搭建财务体系，这种挑战非常独特。

So I loved having been in those early startup phases, being the first fight building out the finance function from ground up and it's it's an interesting challenge that I don't know.

虽然审计工作本身能学到很多，但工作范畴非常专注，而转入像你们这样快速发展的初创公司环境...

I mean, it's I know audit in itself, you learned a whole lot, but very laser focused what you were doing in audit and then jumping into this startup world, especially one growing as fast as you guys are.

我特别想深入了解你是如何组建团队、完成这种角色转换的整个过程。

I'm I'm really excited to dig in and talk about sort of how you've built the team and and made that transition and everything.

那我们就直接开始深入探讨？

So I guess with that, you you wanna dive in?

好的。

Yeah.

好的。

Yeah.

是的。

Yeah.

当然。

Definitely.

我是说，从审计转向私营公司财务的跨度确实相当大。

I mean, yeah, the the shift from audit to to private company finances is is pretty pretty vast.

所以我非常期待能多聊聊遇到的挑战，以及进展顺利的方面。

So definitely, I look forward to talking about a little bit more about what the challenges were as well as, you know, what's going well.

我的第一个财务领导职位时，我只做过财务规划与分析。

So my first finance leadership role, I'd only been an FP and A.

所以我有很多不足——毕竟我没有注册会计师资格，存在很多知识缺口。

So there was a lot that I and I'm not a CPA, so I was missing a lot.

不过至少我对战略方面和财务建模比较熟悉，但有些基础工作如果有点审计背景会很有帮助。幸运的是，我在第一个职位上遇到了一位非常出色的财务总监。

So but at least I was familiar with sort of the more on the strategy side and the modeling and all that, but there's some basics that probably a little bit of a background in audit would have been really helpful in that for thankfully, I had a a really good controller in that first in that first role.

但我在想，你知道，与你从外部审计转向内部财务管理的经历有些不同。

But I wonder, you know, a little different from your side making that leap from external audit to running finance internally.

对你来说，当你做出这一转变时，最困难的部分、最大的转变或最大的认识是什么？

What was the kind of the hardest part or the biggest shift or the biggest realization to you when you when you made the move?

是的。

Yeah.

从审计背景来看，对吧，你经常与大型上市公司打交道。

So coming from audit, right, you're working with large publicly traded companies very often.

对吧？

Right?

它们拥有非常成熟的财务职能、会计职能，以及大量资源和团队。

And they're they're very mature finance functions, accounting functions, and a lot of resources, a lot of teams.

在审计中，你的主要职责确实集中在财务报告方面，确保投资者受到保护，公司具备适当的控制措施，并且所有事项都符合GAAP或IFRS等适用的监管要求。

And your primary role in audit is really on the financial reporting side and making sure that investors are protected, that the company has the right controls in place, and that everything is up to snuff according to GAAP or IFRS or whatever, you know, regulation that the company falls under.

而在私营企业方面，真正重要的事情却大不相同。

Whereas on the private side, what's what's really important is a lot different.

虽然这些事项非常重要，但你必须真正理解是什么让企业成功且可持续发展。

While those things are very important, you really have to have an understanding of what what makes a business successful and sustainable.

所以这就是转型中最困难的部分——当我刚加入时，我满腔热情地投入工作。

So that was the that was the hardest part of making the shift was when I came in, I came in guns blazing.

我当时在绘制流程图。

I was creating flowcharts.

我在确保我的应计分录完美无缺。

I was creating, you know, making sure my accrual entries were were perfect.

我的摊销滚动计算做得非常出色。

My amortization roll forwards were were great.

但这是否真的是当时业务所需？以及理解那些非财务报告职能——可以说，这些才是让企业成功的关键因素。

But then was that really what was needed for the business at that time and understanding the non financial reporting functions, if you will, that that come with making a business successful.

比如现金流预测、预算编制、关键绩效指标追踪等。要知道，在会计学院学习并考取CPA时，

So things like cash forecasting, budgeting, KPI tracking, you know, going through accounting school, be getting my CPA.

你了解什么是KPI，知道应该衡量哪些正确比率。在审计中与客户交谈时，他们需要满足某些债务契约条款，你也清楚这些要求。

You know what a KPI is, you know what the right ratios are that you're supposed to be measuring, and you're talking to a client in audit and they have certain debt covenants they have to meet, you know what those are.

但当你进入小型企业财务领域时，他们指望你来告诉他们哪些关键绩效指标重要、应该衡量什么。

But when you come into the small business finance, they're looking to you to tell them what KPIs are important, what should we be measuring.

你确实需要深入了解你所处的业务领域才能制定这些指标。

And you really need to get an understanding of the business that you're working in in order to develop that.

并非所有企业的构建方式都相同，因此我们追踪的关键绩效指标会与我审计过的某些公司大不相同，关注重点也各异。

Not every business is built the same and so the KPIs that we're tracking are gonna be very different than some of the companies that I was auditing and what and what was important.

而且很多时候，这些指标并不会出现在最终的财务报表中。

And oftentimes, those aren't making it to the ending financial statements.

所以在审计时，你不会像现在这样深入全面地思考这些问题。

So it's not something that you're really thinking about as thoroughly in audit versus now.

审计中另一个有趣的部分是，你经常在很多方面检查他人的工作。

And then the other part about audit that was interesting is you're very often checking the work of others in in in a lot of ways.

你很大程度上是在确保每件事都做得正确。

You're you're very much making sure that everything is being done correctly.

当我加入GoHQ担任这个职位时，我是在建立那些流程，创造那些工作，确保它们运作正常，并区分哪些重要，哪些不重要。

When you come into and when I came to the role here at GoHQ, I was creating that those processes, creating that work, making sure that it worked right, and what was important, what wasn't.

这确实是其中最困难的部分——从零开始创建，然后决定哪些重要、哪些不重要，以及哪些需要立即处理、哪些可以延后等等。

And that was really the the the the hardest part about it was creating from scratch and then deciding what was important, what wasn't, and then what what needed to be done now versus can be done later and and whatnot.

最后是关于资源限制的问题，正如你所知，在小企业中资源总是有限——你正在微笑呢。

And then lastly, to the resource constraints, You just have in a small business, as you know, you're you're smiling.

举例来说，可能有某款出色的软件能完美解决你改善现金流预测的需求。

There might be this great software that's gonna solve this this this need that you have to improve your cash forecasting, for example.

但企业当时可能无法承担其成本，所以你必须灵活应变，利用现有资源创造可能，伴随业务成长逐步完善工具，待企业壮大后再支持那些额外开支。

Well, the business may may not be able to support the cost of that at that time, so you have to be scrappy, and you have to work with what you have and create what you can, and then grow with it, and then continue to build on the tools that you have as the business grows and can support those other costs that you have.

是的。

Yeah.

我的意思是，如果你从审计转到一家上市公司，那里有严格的控制措施和明确的流程，或者甚至是一家成熟的私营企业，那情况就不同了。

And it's I mean, it's not like if you moved from audit to a public company with all the tight controls in place and all the processes defined and or even even a mature private company, that's one thing.

但当你进入一个会计一团糟的环境，你知道，你的会计科目表可能不是标准的，也许是默认账户，或者是一些兼职簿记员在某个时候编造的奇怪账户，无论情况如何。

But coming in where accounting is is such a mess and it you know, your chart of accounts probably is not it's maybe the default accounts or maybe some made up weird accounts that are in there that some part time bookkeeper did at at some point or or whatever the case is.

你继承的就是这种混乱不堪的局面。

You're inheriting just this sort of gray mess.

虽然我不太清楚你具体处于什么阶段，但公司在这个时期，财务和会计并不是首要关注点。

And I'm I'm not particularly where you are, but just at that phase of the company, finance and accounting are not the primary focus.

这是创始人主导的阶段，他们正在运营业务，这才是重点所在。

It is founder led, and they're running the business, and that's where the focus is.

所以你才会遇到这种情况。

So you get into this.

这不可避免地会变得一团糟。

It's inevitably gonna be a mess.

我不禁想起所有共事过的审计师，以及我过去是如何把财务主管们逼疯的。

And I'm I just think about all the auditors I've worked with and and how much I used to drive my controllers insane.

但整体而言，我对方向性正确很在行——我甚至觉得当预测结果非常接近时，比账目完全吻合更让我兴奋。

But the whole accountants, I'm really good with directionally correct, and I I get like, I'm almost more excited when my forecast is really, really close than I am if we, you know, perfectly close the books.

那种情况就很简单了。

It's like, well, that's that's easy.

就像预测中精准命中的钉子。

The fork nail in the forecast.

这才是最难的部分。

That's the hard part.

但我只是想到那些会计师们，以及多年来与我共事的优秀财务总监和审计师们。

But I just I think about accountants and and the great controllers I've worked with and all the auditors I've worked with through the years.

从我的言谈中可以看出，我认为他们很多人会难以应对这种不确定性，尤其是在初创阶段，那时你既没有历史数据作为预测基础，也没有真正明确的流程。

And I could tell the way that I talk, I mean, I think a lot of them would really sort of struggle with the uncertainty, especially in that startup phase where you don't have historical data to base your forecasts on, and you don't have really defined processes.

而且，特别是在你的情况下，我相信你已尽最大努力遵循GAAP准则，但很多时候，你接手的是这种混合权责发生制会计，他们把损益表当作现金流量表来使用。

And, you know, you are especially in your case, I'm sure, you know, using GAAP to the the best of your ability, but a lot of times, you you inherit sort of this blended accrual accounting with where they're using the p and l to like, as a cash flow statement.

但我很好奇，拥有那样的背景和思维方式，你是如何个人适应这种转变的？

But I wonder, having that background and that mindset, how did you personally adapt to that shift?

是否有某些内在的东西是你所依赖的，或者只是告诉自己‘好吧，我必须接受这个才能完成转变’？

And were there certain things that you relied on within you or just, okay, I've got to accept this to make that shift?

我真的很喜欢思考这种转变。

I just I love thinking about that shift.

你说继承不同权利这事挺有意思的。

It's funny you say that with inheriting different rights.

所以，我们公司在这方面确实很相似，与兼职会计师合作，或者外包的CFO团队提供簿记员，到我接手时，这些账目可能已经经过三四人之手。虽然整体方向正确，但确实需要一些清理工作。直接回答这个问题的话，我其实是同时依靠了两方面。

So, like, our company definitely is similar in that in that regard, working with with part time accountants or, you know, outsourced CFO groups that would provide a bookkeeper, and then at the end, when I got it, it probably had a touch three or four hands at that point, and so while everything was directionally accurate, it was definitely, you know, required some cleanup, and so To answer the question directly, it was really just leaning on both, I would say.

我非常非常依赖那些已经在公司的人来真正理解业务。

So I really really relied on the people that were already there to really understand the business.

我进来时就想要了解每个人都在做什么。

I I came in wanting to know what everybody was doing.

认识我的人都知道，我对很多事都略知一二，涉猎广泛。因为我天生好奇，看到别人擅长某事就会说'多告诉我些'。

Anybody who knows me, as I know, I tend to know a little about a lot of things, kind of a wide breadth, like a wide net of of things, and just because I'm naturally inquisitive, someone's good at something, I'm like, oh, tell me more about that.

然后我就会深入挖掘。我们之间的很多对话可能就是不断提问再提问之类的。

And then I dig in and dig in, and it's probably a lot of the conversation that you and I had was just like kinda like asking questions on questions and whatnot.

所以我非常依赖运营负责人、业务负责人和创始人来真正理解现状：我们业务是做什么的、想做什么、应该做什么。

And so I really like leaned on a lot of the operations leaders and business leaders and the founders to to really understand what was going on, what do we do as a business, and also what what do we wanna be doing as a business, and what should we be doing.

然后尽可能收集关于现状的数据、事实和信息，既依靠现有人员，也发挥我天生喜欢拆解事物、理解运作方式的求知欲。

And then just getting as much data, facts, and information as I can about what was going on, and then, you know, leaning on the people that were there, but also leaning on, you know, my natural inquisitiveness of really trying to break things and trying to understand how things how things work.

对我来说变得很明显的一点是——这其实回到了我的会计本能——我追求完美和准确。

And so the one thing that became apparent for me, and this actually goes back to, like, the account in me, is I wanted I wanted to get perfect and accurate.

这就像是我的默认设置。

That's like the that's like my default setting.

我一直在努力克服这一点。

I have worked against that.

所以你是说我现在对方向性准确感到满意。

So you're saying how I'm happy with directionally accurate.

自从离开公共会计行业后，我在这方面已经越来越接近了。

I've I've become closer to that as I've as I've grown over the last, you know, since leaving public accounting.

所以当预测非常准确时，我感到相当自豪。

And so I'm pretty proud when a forecast is is very accurate.

我刚告诉别人，我们的支出预测至今仍然非常精准。

I was just telling, you know, somebody else our, you know, our expenditures forecast is right on the money still.

现在已经过去六个月左右了，这方面确实值得骄傲。

You're going into, you know, six months now and and whatnot, and, you know, hang your hat on that.

但让我抓狂的是，虽然我了解现状——在我理解业务后能说'发生了什么，该如何入账'，我完成了账目清理等工作（我们为客户提供的服务也处理这类问题）——但我就是无法预测未来。

But what drove me nuts was that I I knew what was happening, so like after I got that understanding of the business, I could say, this is what happened, this is how we need to account for it, I did the cleanup of the books and whatnot, and I, you know, we deal with that with our services too with customers we support, but was driving me out so I couldn't predict the future.

比如我希望能预测未来，想要做出准确的预测。

Like I I wanted to be able to predict the future, and I wanted to create that right forecast.

因此我开始转变关注点，试图能够说：好吧，接下来一周、一个月或三个月会发生什么。

So that was really where I started shifting my focus to be able to say, okay, this is what's going to become this is what's gonna be happening next week or next month or in three months.

刚接手财务新角色时，我总觉得不断遭遇意外——可能是过去某些事项没被正确处理而我需要知晓，或是突然收到重要供应商的年度账单，只有15天付款期限，而我刚上任两个月根本不知道会有这笔支出。

Coming into a new financial role, it would I I felt like I was coming up against surprises all the time because maybe something wasn't accounted for properly in the past that I needed to know about, or hey, here's this annual bill with this with this major vendor that came up that you have fifteen days to pay it, and I you know, I'm two months in and not realizing that was something that was going to be coming up.

这就是我的转变方式：尽可能获取所有能掌握的信息。

So that's how I kinda shifted was I really got as much information as I can.

花了一两个月时间真正了解业务，然后判断哪些重要，哪些不重要。

Took about a month or two to really understand the business and then decided what was important, what wasn't.

更重要的是，我们需要能够预知即将发生的事情。

And then more importantly, we need to be able to know what's coming up.

因此我将重心转向这方面，明白账目清理可以随着时间逐步完成，同时确保我们为未来的成功做好准备。

And so shifting my focus that way, knowing that the cleanup of the books can happen over time as we make sure that we're set up for success going forward.

我很欣赏你从理解业务开始回答这个问题的方式，因为细想之下，如果会计是商业语言，那么理解——即便他们没有明确划分部门（这在早期初创公司中很常见），甚至不一定有明确界定的产品——但理解业务运作内容、相关开支、固定与可变成本分布以及资本支出情况才是关键。

I love the way you answered that starting with getting to understand the business because if you think about it and if accounting is the language of business, then understanding even if they don't have clearly defined departments, which you won't necessarily have in an in an early stage startup or clearly defined products even necessarily, but understanding what gets done, what expenses are tied to it, sort of what's fixed and and variable and where any capital expenditure.

只要了解企业如何运作，就能指导你在重新编码和映射时对会计科目表做出必要的调整。

Just understanding how the business operates will then inform whatever chart of accounts changes you have to make in in in recoding and remapping.

这是预付费用还是一次性支出？

And is this a a prepaid or is this a one time thing?

这里发生了什么情况？

What's going on here?

真正理解了企业的基本运作模式后，你就能将其对应到会计科目和所有事项上。

And really understanding the fundamentals of the business, then you can map it to the accounts and everything.

这一点确实值得深思。

So that's that's something to think about.

当我们继承一套整洁有序、科目分类清晰的会计科目表时，往往会觉得理所当然。

We think we take it for granted when we inherit nice, orderly, a clean chart of accounts and and everything mapped to the right place.

但早期介入并亲自定义所有这些内容则完全不同。

But having to get in early and define all that.

不过从实际业务本身入手，而非试图强行套用标准会计科目模板，这种思路非常棒。

But that's that's great to start with the actual business itself rather than trying to lay these are the standard cogs accounts or or whatever, trying to lay that on top of it.

让我们搞清楚什么该归到哪里，以及为什么。

Let's understand what goes where and why.

是的。

Yeah.

没错。

Yeah.

确实如此。

Definitely.

你知道，这最终引导我们创建了一个更横向的业务视图。

And we you know, that ended up leading us to, you know, creating more of a horizontal view of our of our business.

当时我们只有一个实体，但有六个截然不同的服务线，各自运营的利润率完全不同。

So we have one entity at the time, but we have six distinct service lines that really operate under different margins.

这几乎就像产品一样，每条服务线都有不同的成本构成，我是通过与每位服务负责人交谈才明白这点的。

It's almost like products where you have different costs associated with them, and I learned that through speaking with every service leader.

这项服务可能用两名员工就能支持x名客户，但同样的客户数量在另一项服务中却需要五名员工来支持，而且收费标准不同，客户也会根据服务等级支付不同费率。

This service may be able to support x number of customers with two staff, but those same number of customers needs five staff to support that same number of customers in their service, and they're all paying different and the customers have different rates based on the tiers of service.

所以我们有一个相当复杂的业务，以前所有收入都归为一条线，现在我能把收入和成本看作这个实体下几乎独立的子实体，这样更容易分析出我们需要集中精力的领域以及成本分配等问题。

So we have a fairly complex business, so being able to and before it was just one revenue line for everything, so I looked at everything almost as separate sub entities of this one entity when looking at revenues and costs, and I was able to really more easily decipher where we needed to focus our efforts on and allocate costs and whatnot.

这也是我们今天仍然看待业务的方式。

And that's how we still really think about our business today.

是啊。

Yeah.

而且你必须了解基准线。

And it's you have to understand the baseline.

你必须先有描述性统计，才能进行预测性统计。

You have to have descriptive statistics before you can have predictive statistics.

所以你正在做的差不多就是这个。

So that's kinda what you're doing.

如果不先定义当前的业务范围，财务规划与分析(FP&A)将无从开展。

And that leads to FP and A is gonna be impossible if you don't define the playing field of where you are now.

考虑到这一点，你们不得不在没有FP&A基础的情况下，在内部建立精简的FP&A团队。

So thinking about that, you had to develop FP and A in house lean team and no no previous FP and A.

那么你从零开始构建时采用了什么方法？

So what was the approach that you used building that from the ground up?

尤其是会计部分你已经很熟练了，但之前没有直接做过财务计划与分析，这肯定是个挑战。

Especially the accounting stuff you had nailed down, you hadn't done FP and A directly before, so that's that had to be a challenge.

你能详细讲讲这个过程吗？

Can you kinda walk us through that?

好的。

Yeah.

是的。

Yeah.

当然。

Definitely.

主要就是，就像我之前提到的，我不想再遇到任何意外情况了，比如我们明明有计划，却突然冒出个需要支付或重新谈判合同的大供应商。

So the main thing, kinda referencing back to what I said earlier, right, I I didn't want any more surprises to come across my desk for like things that were big, like we had a plan, and then suddenly there's this, you know, massive vendor that we need to that we need to pay or renegotiate contract with.

所以我首先重点关注的是那些维持业务运转的关键事项。

And so I really focused first on what's going to keep the lights on.

有件事我真希望一开始就知道应该做的，现在回想起来觉得特别明显，就是那个十三周现金流预测。

So one thing that I wish I knew about right away that I should have been doing, and it was something that now is so obvious, is that thirteen week cash forecast.

我是说，我们财务和FP&A部门都会讨论这个，但刚从公共会计转过来时，我根本没意识到这有多重要。

I mean, we all talk about it in finance and FP and A, But coming out of public accounting, I never really thought about the need for that and how important it was.

后来我在圣安东尼奥加入IMA协会时，有位兼职CFO来演讲就提到，这绝对是头等大事。

And now I was I was a member of the IMA in in San Antonio, and the fractional CFO came in and was talking about, like, that's the number one most important thing.

最棒的是，我当时刚好已经开始实践这个方法了。

And it was cool because I had just started working with that.

我当时想，好吧，需要集中精力在这方面，这确实迫使你去理解所有即将发生的收支情况，不仅要处理它，还要在过程中不断衡量其准确性。

Was like, okay, need to focus my efforts here, and that really forces you to understand everything that's gonna be coming in and out, and not only doing it, but also then measuring the accuracy of it as you go.

就像，好吧，我以为我们会达到这个目标，但实际结果是这样，我漏掉了什么？我哪里做错了？

So like, alright, I thought we were gonna be here, this is where we ended up, what did I miss, what did I get wrong?

因此，这是业务的第一层级——确保我们能够偿还债务、支付供应商款项、发放工资，以及经营小企业所需的一切事务，同时还要做好客户收款的催收工作。

And and constantly so that was the first level of business was what's going to keep the lights on in terms of making sure that we're able to meet our debt service and meet our meet our vendor payments and make payroll and and everything that comes with running a small business, and and make collections as well of customer of customer receipts.

然后我做的下一步是，好的，现在我们要开始发展了。

And then the next step I did was, okay, now we're gonna be growing.

我们看到了客户的大量涌入，我不断收到人们的要求，说我想在这里雇个人，我们需要在那里增加人手。

We we we saw an influx of customers, and I'm getting requests from people that I wanna hire somebody, I wanna hire someone here, we need someone over here.

于是我开始专注于如何预测我们下一次需要招聘的时间。

And so then I focused on how can we predict when we're gonna need to hire somebody next.

这实际上就是我们如今预测模型的雏形。

And that was really the first version of what of what our forecasts are today.

比如当我们客户数量达到这个数字时，我们的运营负荷将达到90%左右。

Where, alright, when we get to this customer number, it's about we're gonna be running at about 90% capacity.

那时我们就开始招聘新人。

We'll start hiring someone.

如果业务继续增长，新员工入职后，我们就有能力承接更多业务并持续发展。

Then if more business comes in, that person's hired, and we have the capacity to be able to fulfill it and keep going.

因此要建立这些衡量指标和关键绩效指标，比如客户与员工的比例，或者其他适用于任何企业的比率关系。

And so creating those those metrics and those KPIs of the ratios between customers and employees or or whatever ratio that that any business would be in.

就我们而言，因为是服务型企业，所以采用的是每位员工对应的客户数量这个指标。

In our our case, it's customers per employee because we're a we're a service based business.

每个人能处理的工作量是有限的。

For every person, they can only handle so much.

他们一天只有这么多工作时间。

They have only so many hours in the day.

当我们明确了这些指标后，就开始思考如何能越来越快地测量它们。

And then as we got those defined, it was how can we measure that quicker and quicker?

在过去五年里，最初我们是在月末后约一个月才运行所有比率和KPI，回顾上个月的业绩。

So over the last five years, it used to be after about a month, and month after month end, we would run every run all of our ratios, run all of our KPIs, this is what we did last month.

但最终发现这样的速度还不够快。

And eventually that's not quick enough.

于是我们开始思考：如何在月中就进行这些测算？

And so we start to go, okay, how can we do this mid month?

接着又想：如何实现实时测算？

And then how can we do this in real time?

现在我们突然能做到实时追踪了——比如当周新增多少客户、实施和开始服务的时间、实时计费情况，这些数据会实时生成报告发送给整个管理团队。

And suddenly now we're able to track, you know, how many customers we've added in the week that it happened, like implemented and started service and started getting billed right as it's happening in real time, and that's a report that goes out to all of our management team.

如果有客户流失，系统会实时反映出来，这样我们就能实时追踪留存率、流失率、新增客户、增销情况等各种指标，同时还能实时监控与预期目标的利润率差异。

Or if a customer drops off, it's coming off in real time, so we're able to track retention rates, churn rates, you know, customer adds, upsells, whatever it may be, all in real time, and then we can track margin differences as well compared to what we're where we should be tracking at in real time.

比如在处理工资单时，我们清楚所有与服务相关的成本，一旦出现异常或偏差，就能立即发现，从而更好地预测未来趋势并提前应对。

Like, we we're processing payroll, we know all of our costs associated with the services, and right away, we know if there's something that went wrong or or different, and we can better predict that for the future and get ahead of it.

嗯。

Yeah.

那个13周现金流预测挺有意思的，我之前在大企业做财务时，看现金流量表是为了理解业务状况，现在感觉完全不同了。

I that thirteen week cash flow, it's funny because I went from big corporate finance where, yeah, here's your statement of cash flows and we look at it so we understand what that means.

但这与你十三周的现金流预测不是一回事。

But that's not the same thing as your thirteen week cash flow forecast.

我的第一份首席财务官工作是在一家零售企业。

And then so my first CFO gig was a was a retail business.

现金流方面，人们往往倾向于用利润表来代表现金流。

So the cash flow, there's an inclination or a tendency to always try to use the income statement as a representative of cash flows.

但当你进入需要开具发票的服务业，存在延迟等问题时，直到我在第二或第三家服务公司担任首席财务官，接手了一个原本由集团税务会计处理的财务职能时，我才真正理解这一点——这在小型企业中很常见。

But when you get into service businesses that are invoicing and you've got delay and all that, it was so it wasn't until my second or third CFO gig in a a service company where I inherited a finance function that was previously handled by a group's tax accountant, which you see that a lot in small businesses.

他们让负责报税的人同时兼任财务分析工作，但这本不是税务会计的专长领域，结果他们完全不清楚自己的现金流状况。

It's they're they're asking whoever's doing their taxes just be their pseudo f b and a and that's not really the wheelhouse for for tax accountants, but they were had no idea what their cash flow was.

他们只知道年底要把所有现金花光，结果进入第一季度淡季时总是陷入噩梦般的境地。

All they knew was at the end of the year, they were supposed to spend all their cash, which headed into their slow season in q one, which was always a nightmare.

但建立那个13周现金流预测模型对改变这种状况和做出更好的商业决策起到了很大作用。

But building out that thirteen week cash flow forecast went a long way to don't do that and to making better business decisions.

听你说这是你第一次接触这种情况很有意思，因为我之前在现金业务中可能被惯坏了——虽然也要处理应计项目调整，但利润表和现金流基本吻合，所以不需要培训管理层如何阅读现金流量表，也不用花太多时间做现金预测。

So interesting to hear that that was a first the first one for you because it was I guess I was spoiled by being in that cash business where I mean, obviously, there's unwinding the accruals and all that, but the income statement was pretty close to what the cash flow was and so didn't have to train management on how to read a cash flow statement or spend a lot of time on that cash forecast.

但这在小型企业中确实非常关键，只是人们通常不会想到这点。

So but that is it's so key in small business and you just don't think about it.

如果你在一家持续经营的大型企业，无论应收账款周转天数是多少（当然你希望尽可能缩短），业务都能正常运转。

If you're in a going concern, large company that regardless of what your DSO is, obviously, you wanna shorten it as much as possible, but the business just churns along.

但当处于创业阶段时，特别是像你们这样快速扩张的情况——我确实想深入聊聊扩张这个话题。

But when you're in that startup mode, especially scaling like you guys had, and I do wanna dive dive into the scaling.

其实我们现在就可以讨论这个，因为普通初创公司是一回事，但像你们这样连续多年规模翻倍增长，而财务部门只有两个人？

And actually, let's let's get into that now because it's one thing to be at a startup, but one where you are I mean, you guys have more than doubled in size multiple years in a row with only is it just two people in in finance?

我很好奇，在你们面对如此快速的变化和增长时，如何决定哪些流程需要自动化、哪些保持手动操作，以及如何分配时间和精力？

And I'm wondering in that where where you're dealing with this things are changing and growing that rapidly, how do you how do you prioritize what gets automated, what stays manual, where you're spending your time and your focus?

因为在这种快速增长下，情况肯定像流沙一样不断变化。

Because it's gotta be shifting sands under you with that kind of rapid growth.

是的。

Yeah.

是的。

Yeah.

确实如此，我们当时采取的是逐个击破的策略——先评估哪些环节可以实现自动化。

And definitely, it was a, you know, one thing at a time, you know, what what can we automate?

但我思考的视角是：财务部门的价值增值点在哪里？如何让团队既能获取创造价值所需的信息，又不必把所有时间都花在数据收集上？

But the lens that I tried to think it through is, you know, where is the value added finance to what, like, what where can the value add be, and how do I get myself and my team the information needed to create that value without spending all the time just getting those numbers?

同时还要考虑风险因素——

And so and also what are the higher you also have to consider risk.

我不想过度自动化那些我们尚未完全理解的流程。

I don't wanna go automate a process too much that we don't have a full understanding of.

我认为这就像那些自动化黄金法则之一——虽然我绝非自动化专家，但其中一条核心原则是：在尝试自动化之前，你真正需要理解自己的流程。很多公司就是因为自动化了他们不理解的东西而陷入麻烦。

I think that's like one of those, you know, I'm not an automation expert by any means, but one of those golden rules of automation where like, you really should understand your process before you start trying to automate, and a lot of companies get themselves into trouble automating something they don't understand.

所以在那个阶段你实际上无法真正依赖它。

And so you can't really bet it at that point.

因此我从那些低风险项目开始着手，比如日常的交易记录维护——这类工作你可以在后端设置控制措施来清理数据，确保它们准确无误。

And so I started with the, you know, the lower risk items, the the day to day transactional record keeping that, you know, you can have controls on place on the back end to clean up and make sure that they do get right.

于是在我们的ERP系统里，我们制定了这些规则使其更易操作，然后使用像Ramp这样的AP费用管理平台来精准预测成本分布，你可以给它设定规则，比如这个供应商总是归到这类，那个供应商总是分到那类。

So within our ERP, just setting those rules and making it a lot easier, and then we use, you know, AP expense management platforms like Ramp to really predict where those costs should be, and you you tell it rules, so like this vendor will always go here, and this vendor will always go there.

因此，那些每月定期续订的服务让管理变得轻松许多，这些正是我们最初着手处理的事项之一。

And so those recurring monthly subscriptions that make it a lot easier to to manage, and so those are those are some of the first things that we were really doing.

另一方面，你还必须考虑业务量的问题。

And then on the flip side, you also look have to look at volume.

目前我们每周要发送大约600到5700张发票，而且这些发票内容时刻都在变动。

We send about 600, 5,700 invoices a week right now, and, you know, they and it they they're changing all the time.

要知道，我们的客户随时可能调整他们的服务等级。

We you know, our customers can change their service tiers.

我们经营着一项独特的订阅制服务业务。

We have a unique service business where it is a subscription based business.

这是一项周订阅服务，而且我们也不要求长期合同。

And so it's a weekly subscription, and we don't require long term contracts either.

所以客户可以随时过来说要取消服务，下周这张发票上就会相应移除该服务项目。

So a customer can come in and say, I'm gonna cancel this service, and the following week, that customer's that service should be should be coming off that customer's invoice.

考虑到这样的业务量，我们每周要处理十几到二十几份增减请求，而且服务还分不同等级。

And so when you're talking about that volume, we have a dozen, two dozen requests between ads, drops here, and then within services, there's different tiers.

这种工作量如果纯靠人工操作会非常困难。

And so that's a really man to do that manually would be really difficult.

我们当时建立了一些系统，但仍有大量手工操作——必须特别表扬我的团队，他们用任务管理工具确保每项工作都到位，并建立了完善的核查机制。

So we had some systems in place, and we definitely had some, you know, manual work that was going into, and I really, you know, give a lot of kudos to my team there that was that that really kept that under wraps, and we used some task management tools in order to make sure that things made it to where they should be and had checks and controls in place.

正是由于业务量实在太大，我们不得不尽最大可能实现自动化——否则根本来不及处理所有发送和点击操作。

But that's where it was such high volume that we were forced to automate that as much as we can to the best of our ability because there wouldn't be enough time in the day to not to to be able to be sending and clicking.

好的。

Alright.

这张发票应该发到这里。

This invoice should go out here.

这张发票，你不能那样做。

This invoice, you can't do that.

因此，在我们的支出管理中，我希望能确保供应商能按时收到款项。

And so that a lot of our spend management, I wanna make sure our vendors get paid on time.

所以，你知道，设置自动支付并建立控制措施，如果费用超过一定金额，就不会通过支出管理平台完成支付。

So, you know, setting up on autopay and making you know, having controls in place to if the charge is gonna be over a certain amount, it won't get it won't get made using, again, the spend management platform.

最后，我最讨厌月底的一件事是，如果我们想预测当月收入情况，我希望能在月底前就开始向高管团队提供初步数据，以便给出大致概览。

And then and then lastly, one thing I hate at the end of the month is if we're wanting to predict what the month came in at, I wanna be able to start giving flash numbers to our executive team even before the end of the month is over just to give a general overview.

我之前采用的方式，或者说我的思维模式是，所有这些应计分录和摊销分录都必须在月底完成，这就是我们处理它们的时间。

The way I was doing it before and kind of how my mind trained was all these accrual entries and amortization entries have to happen at the end of the month, and this is when we're gonna do them.

现在是本月二号。

So it's the second of the month.

我要回去处理所有这些分录。

I'm gonna go back and do all those.

嗯，我们大约30%的开支是在月末结算期间产生的，或者可能没那么多，但突然之间数字看起来就...你知道，原本数字看起来还行，现在突然就不那么乐观了。

Well, probably 30% of our expenses were coming in during that month end close period or, you know, maybe not quite that much, but twice so suddenly the numbers look really you know, the numbers looked one way, and now suddenly they're not looking as good.

所以我转变了思路，创建了一些自动分录，这些分录会在整个月内过账，并且需要发挥创意，同时每周查看日记账分录以确保进度，很多这类工作都是按固定计划自动进行的。

And so I shifted the mindset to create some automated entries that do post and and get creative but throughout the month, and also, like, looking at weekly journal entries to try to get things on pace, and a lot of that stuff is, you know, on a pretty automatic schedule.

这些基本上每月都是固定的。

It's gonna be generally fixed from month to month.

因此我们实际上在月初就做了很多摊销分录，因为我们知道会是这个数。

And so we actually do a lot of our amortization entries at the beginning of the month because we know what it's gonna be.

而应计项目，我们尽量在月底前完成。

And then accruals, we're trying to get done before the end.

但只要能让我们最快地将信息传递给相关利益方，就是我要集中精力的地方，不过最初我会先处理那些风险较低但单调的工作，尽量先解决掉。

But that as whatever would allow us to get information fastest to our to the relevant stakeholders is, like, where I focus my efforts, but originally focused on the less risky stuff that just is monotonous, trying to get that out of the way.

真有意思。

It's funny.

我在想要不要为应计项目再做应计，这样你就明白...你懂我意思吧？

I'm thinking about doing accruals for the accruals so that you know you know what I mean?

这样你就能预知月底会面临什么，因为说到日期问题，这点我深有体会。

So that you know what's gonna hit at the end the month because as far as when you're when you're dating those, I can definitely remember that.

今天的FP&A内容由DataRails赞助播出，它是全球排名第一的FP&A解决方案。

FP and A today is brought to you by DataRails, the world's number one FP and A solution.

DataRails是专为Excel用户打造的人工智能财务规划分析平台。

DataRails is the artificial intelligence powered financial planning and analysis platform built for Excel users.

没错。

That's right.

你可以继续使用Excel。

You can stay in Excel.

但不必再为每个预算、月末结算或预测焦头烂额，你将享受数据整合的天堂——高级可视化、报表和AI功能，外加颠覆性的洞察力，秒速生成答案和业务报告。

But instead of facing hell for every budget, month end close, or forecast, you can enjoy a paradise of data consolidation, advanced visualization, reporting, and AI capabilities, plus game changing insights giving you instant answers and your story created in seconds.

快来了解为何超千家财务团队选择DataRails来揭示企业真实故事。

Find out why more than a thousand finance teams use data rails to uncover their company's real story.

不必替换Excel。

Don't replace Excel.

拥抱Excel。

Embrace Excel.

了解更多信息，请访问datarails.com。

Learn more at datarails.com.

我要在这里自曝年龄了，准备引用一个20世纪报纸上出现过的说法。

So I'm gonna date myself here by making a twentieth century reference to something that was in newspapers.

不知道我们年轻的听众是否还知道报纸是什么。

I don't know if it our younger listeners may not know what those are.

印着当天新闻的大张报纸。

Printed big pieces of paper that had the day's news on them.

它们还有漫画版块，其中有一部叫《家庭马戏团》的连环画，主角是个叫比利的小孩。漫画采用连续面板的形式，展示比利四处游荡的路线，你会看到一条箭头标出他去过的所有地方。

They also had a comics section and one one comic and there was a was Family Circus and there was a Billy was was the kid and there was it was a running panel that they would do where it's Billy wandering around and you would see kind of this arrow of all the places that Billy went.

当你谈到自动化处理混乱时，我在想，如果你试图对某件事物应用自动化——天啊，这个比喻可能偏离了我原本想表达的意思。

And when you were talking about automating chaos, basically, I was thinking if you're trying to throw automation at something, god, this is a weird off off the path description of of what I'm trying to say here.

但对于年长的听众来说，如果你们还记得《家庭马戏团》卡通里追踪比利路线的画面，就会明白要自动化这种混乱的路径是非常困难的。

But so for the older listeners out there, if you remember the Family Circus cartoon, tracing Billy's path and trying to automate that would be very difficult because it was chaos.

所以当我开始接手初创公司时——其实不只是初创公司，我还做了很多扭亏为盈的工作。

So when I would come in to start up or not not even startups, but I did a lot of turnaround work as well.

当你进入一家公司，人手不足却还要努力达成EBITDA目标，好让私募股权大佬们满意之类的。

And you come in and you you know you have fewer people and you're trying to hit a EBITDA number to make the private equity overlords happier or whatever.

我们不得不推行自动化，而我作为CFO空降时总会打乱所有人的节奏——但我必须从头梳理每个流程，无论是客户入职还是其他环节。

We would have to do automation, and I would come in as the CFO and just step all over everybody's stuff, but I was trying to go trace every process whether it was customer onboarding or whatever it was back to the beginning.

这跟财务无关，重点在于我们要对你们的人员、流程、数据流等方方面面进行全面审计。

And rather than anything financial, it was about we're gonna do an audit of all your people and processes and data flow and all that.

但在你了解这一点之前，你无法实现任何自动化。

And it's but you can't automate anything until you know that.

即使你不使用任何数字自动化工具，在早期快速成长阶段，当人们只是完成任务而每次执行任务的方式都完全不同时，流程改进也是必要的。

And even if you don't use any kind of digital automation, there are process improvements that people, especially in that early stage where you're growing fast and people are just getting the job done where everything every time they do a task, it's completely different.

这是不可扩展的。

It's this is not scalable.

我们必须解决这个问题，明确流程等等。

We've gotta figure this out and define it and all that.

所以当时在那里，试图驯服这种混乱局面并将其梳理清楚。

So being there and and trying to wrangle that chaos and and map it out.

然后你们成功实现了自动化的事实。

And then the fact that you've been able to put in the automation.

这确实让我非常惊讶，在我们节目开始前聊天时。

And this is this was very surprising to me when we talked before the show.

你们现在把结账周期缩短到了一周以内。

You've got your your close cycle now down under a week.

我知道这里面肯定有很多自动化流程，可能还有一些标准的流程改进。

And I know I'm sure there's a lot of automation and maybe just some standard process improvements in there.

虽然还没完全达到，但你们的目标是两天结账周期，说真的，对于你们这样规模的公司来说，尤其是考虑到团队如此精简，这真是个超高标准。

But and I know not quite there yet, but you're targeting a two day close cycle, which really I mean, that's a super high standard for a company of of the size that you guys are and and especially considering how lean your team is.

所以我在想...天啊。

So I'm wondering god.

绕了这么长的路才问出一个问题。

That was a long just a winding road to get to one question.

但其中有多少是源于自动化，还是仅仅因为流程改进或时间调整？

But how much of that is from automation or just improved processes or changing the timing?

你能详细说明一下是如何大幅缩短结账周期的吗？以及接下来几个月计划如何进一步缩短？

Can you walk us through how you've managed to shorten your close cycle so much, and how you plan to get it even shorter here in the coming months?

是的。

Yeah.

没错。

Yeah.

这确实是自动化流程与整体流程改进共同作用的结果。

So it's definitely a mix of automation process, just process improvement in general.

正如前面提到的，我们有很多工作其实可以尝试每周完成。

To the point earlier, there's a lot of stuff that we do that we really could try we could get in weekly.

从流程角度来看，我们每天都在清理数据，确保账户核对无误等等。

So just from a process standpoint, we're really in there every day just cleaning things out, making sure, you know, accounts are being reconciled and whatnot.

比如预付款项会在本月到账，我们就会在月中提前处理好这类事项。

You know, knowing that we put up a prepaid that is gonna be hitting in this month, like getting that taken care of in the middle of the month.

我不会等到月底才去报销那笔费用项目。

I'm not waiting till the end of the month to to expense that expense that item.

所以整体思维转变就是——对于明显的事项，处理得越快越好。而每周做账也是个重要改变。

So just like general mindset shift of quicker quicker is better for the things that are that are obvious, and then the so making weekly entries is was a big thing too.

有很多费用我们清楚其发生过程，它们会逐周累积。

So there's a lot of expenses that we know what they're we're incurring and it's building up over the course of the week week over week.

因此要及时处理这些费用，包括分摊项目。

And so taking care of those, even allocations.

我们有很多不同的服务线，需要进行成本分摊，虽然原始成本是统一入账的。

So we have a lot of different service lines, and we have to allocate, and the costs come in as one, you know, item.

但这些分摊需要准确划分到所有服务线，以确保成本核算正确。

But then those allocations need to happen across all the different service lines to, you know, segment the cost correctly.

我们完全有能力每周进行分摊，这与月末处理流程其实完全相同。

There's no reason why we couldn't do that on a weekly basis, and so it it was the same process at the end of the month or each week.

使用更小数据集进行周处理，能让我们更清晰掌握月末进度。到月底时只需复核调整，根据实际发生额进行增减即可。

And so something you're using a smaller dataset too but taking care of it weekly, it gives us a better gauge on where we are for the end of the month, and then at the end of the month is really just the review and making sure we're truing it up and to the you know, reducing it up or down based on what actually ends up coming in.

这大大简化了流程，省去了那些繁琐步骤。

I made it a lot easier process rather than going through those steps.

至于应计项目，我们会从总账中提取特定报表，明确知道要依赖总账中的这份报告。

And then on the accruals, there's there's specific reports that we pull out of our GL that we know that this is the report that we're relying on the GL for.

因此使用Excel宏等功能，只需点击按钮就能生成我们需要的精确总账报表。

So using things like Excel macros to click a button, produces the exact GL report that we want.

我们快速审核一下。

We do a quick review.

将其连同应计调整一起导入总账系统，整个过程就完成了，无需再进行人工数据录入。

We import it to the GL, or back to the GL with the with the accrual adjustment, and and it's done rather than going through and doing manual data entry for that.

我们正在探索使用AI或大语言模型来解析特定文档——这正是我们想要实现的目标。

We are, you know, we're exploring using AI or LLMs to be able to parse certain documents that we wanted to we wanted to do this.

这类文件每个月格式都相同，所以我们训练大语言模型识别：'听着'

It looks like this every single month, and so let's let's we we teach an an LLM, hey.

这就是它应有的样子。

This is what it's gonna look like.

这就是所有这一切的含义。

This is what all of this means.

这是它需要去的地方，如果有任何异常，请告诉我。

This is where it needs to go, and if anything looks out of way, please tell me.

它某种程度上表明这是我不知道的新情况，但现在它知道了以后会注意。

And it and it kinda says this this was something different that I didn't know and now it knows going forward.

所以现在我们只需通过这个流程运行它。

So now we just run it through that.

因此我们正在利用这一点，也开始探索将其应用于更多基于PDF文件，甚至是电子表格的场景。

And so we're leveraging that and that, you know, we're starting to explore that as well with some of the stuff that's more, you know, PDF based or or not, or even, you know, even, you know, spreadsheet based as well.

只是为了让我们的生活更轻松，能够快速提交所需信息，而不必花费时间手动处理。

But just making our lives easier to be able to post the information that's needed so we're not spending time posting that information.

总的来说，关键在于及时完成工作，不必等到月底才处理这些事项，同时通过自动化帮助我们更快地推进。

So overall, it's really just the timeliness of when we're getting stuff done so we're not waiting till the end of the month to do those things, and also automation to help us move faster and do those things faster.

我特别喜欢听这些，因为这不仅深得我心——我也有过类似经历，而且这些都是基础工作。

And I love hearing all this because it's really near and dear to my heart because I've been there, but also it's fundamentals.

这并不是说，哦，我们要用BlackLine或Oracle EPM这类大型软件。

It's not, oh, we're gonna you know, we're using BlackLine or Oracle EPM or just big massive software.

这只是最基本的务实做法，用常识思考我们如何能更好地解决问题。

This is just brass tacks, common sense, what can we do better in in solving for it.

实际上，如果你能解决流程问题并采用这套方法论，随着公司发展，当然可以逐步引入更复杂的软件。

And, really, if you solve the processes and have this methodology as you're going, as the company grows, sure, you can layer in more complex software as you go in.

但关键在于起步时就建立正确的系统，这样未来实施更复杂的软件系统时会容易得多。

But it's all having the right systems to start that would make implementation of of these more complex software systems much easier when when that time comes.

我想聊聊数据轨道，因为我非常喜欢你使用它的方式。

I wanna talk about data rails because I I love the way you're using it.

但在那之前，我们节目开始前讨论过你们的账单工作流程，它整合了多个系统的数据，让它们相互通信。

But before that, we talked about your billing workflow before the show and it integrates data from multiple systems, has them talking to each other.

所以从宏观层面简单介绍一下，你们正在使用的技术栈是什么？以及在连接工具的过程中学到了哪些经验教训？因为你们现在所做的一切都是为了实现规模化。

So just at a high level, tell me a little bit about what your tech stack is that you're working with and maybe what lessons you've learned along the way about connecting tools in a way because everything you're doing now is for scaling.

那么随着你们现在解决问题并确保未来也能持续解决，你们在这个过程中学到了什么？

So what are you kind of learning as you go as you fix a problem now, but make sure that it's fixed also for the future?

是的。

Yeah.

没错。

Yeah.

谢谢。

Thanks.

再次，我要向我们公司的系统管理团队表示极大的赞赏。

Again, I'd have to give a big kudos to our systems administration team that, you know, that that's here at at our company.

他们真正将这一愿景变为现实，确保一切正常运行，并帮助构建了所有连接器，没有他们我们可能无法完成这些工作。

They they really saw this to fruition and really made sure that everything was functioning correctly and really helped build all those connectors, and so wouldn't have been able to do it necessarily without them.

但我们的技术栈大致是：客户签署合同或主服务协议，其中包含特定产品。

But our our tech stack generally is we our our customers sign a sign a contract or a master service agreement, and that has certain products on.

我们使用Salesforce作为CRM系统。

We use Salesforce for our CRM.

销售代表与客户沟通时，会将产品添加到商机中，这些信息会体现在提案里。

So sales rep is talking to a customer, they add their products to their opportunity, that goes out in a proposal.

一旦该商机签署完成，系统内就会生成所谓的订单。

Once that opportunity is signed, it creates what's called an order in our system.

因为客户与我们签订的是服务合同，我们不像软件那样一键启用即可使用。

So because a customer signs a contract with us, we're not a software where the where it just gets turned on and in you go.

我们提供的是服务，因此需要客户实际采取行动。

We're services, so it requires the customer to actually take action.

我们需要获取相关信息。

We need information.

我们将为您进行人才招募。

We're gonna be recruiting for you.

我们需要了解您的职位发布情况。

We need to know about your job posts.

我们需要掌握您的薪资标准等具体信息。

We need to know about, you know, what your pay rate pay rates are going to be.

我们需要大量信息才能有效提供服务，我们所有服务都是按此模式运作的。

We need a lot of information to provide the service effectively, and all of our services function that way.