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What I've learned is if you're a CFO, you have to work much harder than other people think you do.
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I'm starting to realize I have an efficiency issue, meaning I need to be more efficient.
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>> Brian, how are you doing? >> Hello. Hello.
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>> Uh, I'm I mean I'm good. How are you guys doing?
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>> We are doing fantastic.
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>> The exhausted long day at the office so far.
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>> Yeah, I I have uh I've had some people allegedly helping me.
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Uh, I took I I I took like 25 minutes during this entire day and now it looks like a bomb went off in here.
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>> I felt like I was in a good place before I left.
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But >> anyway, >> it's hard to compete with uh the super intelligence for the for the finance suite that is >> uh but it's great to have you on the show.
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>> But as a as as a as a leader, I felt like it was uh well, it was incumbent upon me.
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I'm not sure if that's exactly the right phrase, but I I to show my own value and and how I could contribute and and and and process like like RAMP does. >> Yes.
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Uh what has been harder, playing Kevin or trying to be the CEO of uh the CFO of RAMP?
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>> Um this has been much more difficult.
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Um, there's also a fly in here now that looks like the size of a um of a hummingbird.
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So, I mean, there's a lot of adversity >> here being on the street.
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There's also, by the way, I don't know, you know, I I I'm used to working in front of an audience, but usually they're not live and in person here. They're they're waving.
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They're there's lots there's lots going on here. Lots to distract me.
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But look, I'm I'm I'm doing the best I can.
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>> How many What's What's the tracker at right now?
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How many receipts is that? Does that say 80? >> Well, it says 84. >> 85.
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To be fair, >> but to be fair, I felt like I was I was almost at 100 before I left for a few minutes.
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So, basically, I got no help from the people who were supposed to help me.
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>> Okay, >> that's >> So, what am I supposed to do?
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>> And and and you're racing against ramp.
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Uh what what what uh what's the counter up to now on that side?
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>> Uh 225,229 uh 50 60 70 >> Okay. >> 80. It's going very fast.
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I don't >> I guess that's accurate.
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I guess they process a lot.
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But >> yeah, it's a tough showing for you so far. Uh how are you feeling?
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Are you optimistic that you can catch up? What's the strategy?
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>> Yeah, you got 15 minutes left in the workday. Yeah.
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>> I don't know if you're getting out at 5:00. >> I know.
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I I'm working I'm working overtime for sure.
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I think I'm working until >> 7, isn't I?
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I think for a seuite, >> by the way, that's a new phrase I learned. Seauite. I'm a sea sweetite guy.
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And so I think >> seuite guy.
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>> I think I'm I'm a big sweet seauite guy.
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So I think uh I think we work till seven here.
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>> Maybe you have 500,000 >> distractions. Yeah. Yeah.
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>> Who's been the biggest distraction? >> Yeah.
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Who's the biggest distraction?
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Was it Eric trying to throw you off the game to prove that is his software is more effective than than human labor?
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>> Well, I mean to be clear, you guys are a distraction.
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I mean, I'm trying to do inputting here and now I'm suddenly doing a press interview.
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But again, that's what's that's what seuite guys do, I think. Yeah. >> Yeah. Yeah.
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You got to make time for media. >> Yeah.
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Uh, do you think that uh Dunder Mifflin would still be around if they had ramp?
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>> I'm sorry, could you say that again?
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>> Uh, do you a question from the chat.
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Do you think that Dunder Mifflin would still be around if they used ramp?
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>> Uh, you know, I when I was there, I wasn't really uh I wasn't really a part of those those seuite type decisions. Yeah. Uh I'm not.
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But listen, I thought we did a pretty good job in the accounting department. Yes.
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>> There at Dunder Mifflin.
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So, uh remember I got fired >> or or my character got fired.
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So, >> yeah, >> things went downhill after that clearly. >> Yeah.
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>> Uh >> yeah, I guess I guess what uh kind of zooming out a little bit obviously.
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Uh obviously um >> zooming out.
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It's another great program. >> Zooming out.
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We use that a lot in the seauite.
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We're we're just podcasters, but we talk to people in the seauite. Um >> Okay.
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>> What uh yeah, I guess like what what is your what like there's thous hundreds thousands of people surrounding your office here?
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We don't have a view, but but people are looking at the stream.
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What is uh like what what what is your experience like walking on the street in New York uh daytoday?
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Do you do you cover up and wear a hat?
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Are you getting Are you getting uh >> I do. I do. I do.
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Is it might be the first day that I've been that I've been on the streets of New York without a hat on and uh and sunglasses.
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And you know, look what I what I've learned as a leader here is you got to be a people person.
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So, I'm really it's all about it's all about doing people for me.
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You know what I'm saying?
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I don't know if I know what I'm saying, but it's it's about that connection that is important when you're when you know when you're when you're a CFO.
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>> I mean that in finance, but that's secondary in a way.
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>> Do you prefer finance or finance? How do you say it? >> Am I saying it wrong?
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>> I mean, you can say it either way.
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>> The really fancy people on Wall Street often they call it finance, not finance. >> Finance. >> Finance. Yeah.
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They do they spell it with an E? >> No. >> Finance.
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>> It's spelled the same way, but they say finance. >> Finance. >> Hi, finance. >> Hold on.
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I've been taking some notes today about things >> that I need to work on.
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>> I've got another question.
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How's your golf How's your golf game has your golf game improved since you became CFO?
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>> Well, it's one it's one day to be clear.
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Uh, you know, I I I still talk about uh golf.
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Uh, that's sort of a different job.
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I'm kind of trying to transition in a new direction, but I you look what I've learned is if you're a CFO, you have to work much harder than other people think you do. >> Mhm. >> Yeah.
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But I feel like the best the best CFOs figure out a way to combine >> combine the their love of golf and and uh you know, their their role at their company.
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So, I would say once they let you out of the cage at uh 700 p. m.
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, hopefully you can at least hit the range and get some movement in.
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>> They need a putting green in there.
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>> Here's the thing that I'm I'm thinking is I I think I I I'm starting to realize I have an efficiency issue. >> Mhm.
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>> Uh meaning I need to be more efficient >> with finance. >> Yeah.
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So, uh, maybe I'll get to golf after I decide that this is not working for me.
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>> Well, you're giving >> I'm going to stay high level. I think you're right. I think you're right. Stay high level.
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>> Zoom out, >> you know, bring strategy into the seauite. Start start Yeah. Focus on strategy. >> Yeah.
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You know, another thing that occurs to me is probably working on the street with people watching is probably not the best idea.
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Maybe that was the problem all along.
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>> I mean, it's a high pressure role.
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You got to be I mean, if you're going to perform in the boardroom on earnings calls, you got to be able to perform, you know, in flat iron. >> Yeah.
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Steve Jobs introduced the iPhone to a a cheering crowd of thousands.
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This is similar >> in a way. In a way it is.
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In a way it's very very different. Yes. >> Yeah.
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You got to be able to per perform under pressure, perform in front of in front of thousands as they walk by.
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Uh it's all it's all important in business.
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>> Potato potato as we say on the seauite floor. >> Potato potato.
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>> Um guys, pause one second. Say again. >> Is that Taipei?
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She probably got to get on with Taipei. Yeah. >> Yeah.
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Well, I we do I listen I um I I I would I thought you guys were were ESPN.
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I'm going to be honest with you.
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>> So, I um I think it's time for uh for me to go.
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You got a lot of work to do.
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>> We appreciate >> and good luck catching up.
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>> Listen, >> I've I've got some Jerger here in the office if you guys ever want to stop by. We'll see. >> Fantastic. >> Would love that. >> Okay.
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Great having you on, Brian. Good to see you. >> All right. Cheers. >> Bye. Bye. [Music]