The Key to Great Board Reporting (1/2) Last week I spoke on a panel hosted by Rillet, an emerging force in SAAS and Usage based ERPs. It was on a sunset boat cruise around the Statue of Liberty and truly an awesome event. The wanted to avoid discussing the tech stack and provide a forum for NYC finance leaders to share best practices and challenges reporting to boards. The questions ranged from reporting metrics for different types of companies, at different stages, to reporting at a venture capital vs private equity backed business. This past week as I reflected on the event, I wanted to add a few more thoughts. ___________________________________________________________________ The key to great board reporting? It’s understanding the “why” behind the numbers and how they change as the business grows or priorities shift. 1. Everyday Capital Allocation Decisions Founders and management teams are the real investors in any business. They make daily capital allocation decisions that shape the company’s future. They’re like portfolio managers allocating resources to the people & projects that offer the highest & best returns. The focus when explaining investment decisions, isn’t just on specific allocation strategies or balance, it’s about choosing the right metrics to measure how well capital is being deployed. 2. An Audience of Problem Solvers and Business Builders In my experience, investors, whether VC, growth equity, or PE, share two traits: they’re problem solvers and business builders. They want to help, but the level of support they realistically can provide depends on their involvement. Investors with many smaller investments may offer less hands on help, pointing you to advisors and specialists. Those with fewer, larger investments tend to be more actively involved. Effective board communication requires balancing the complexity of day-to-day operations with clear, big-picture narratives. Investors who see the potential for outsized returns often thrive on solving business challenges impacting their investments. To engage them effectively, you need to understand your audience, their incentives and motivations. In my experience, the best results come from reporting which frames key challenges in a way that leads to a targeted request for support. When investor interests are aligned properly, and the right mission critical business challenges defined, many times your board can help you get specific resources or advice needed. Missing this opportunity means missing out on their help. When presenting these challenges, keep your explanations focused, precise, and relevant to avoid overwhelming them with unnecessary details.
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