Corporate Finance Strategies

9 out of 10 CEOs are tracking the wrong metrics. (I learned this the hard way.) So many are flying blind. Making gut decisions. Wondering why growth feels so hard. But these 18 KPIs change everything. Here's what every CEO should be watching: REVENUE & PROFITABILITY ↳ Revenue Growth Rate shows if you're gaining momentum ↳ Gross Margin reveals your pricing power ↳ Net Profit Margin tells the real health story CASH & RUNWAY ↳ Operating Cash Flow confirms you're funding yourself ↳ Cash Runway warns when to raise or cut spend ↳ Burn Multiple shows capital efficiency to investors CUSTOMER METRICS ↳ Customer Acquisition Cost guides marketing budgets ↳ Customer Lifetime Value validates if CAC is justified ↳ LTV-to-CAC Ratio predicts long-term profitability RETENTION & GROWTH ↳ Net Revenue Retention measures product stickiness ↳ Churn Rate gives early alerts on product issues ↳ Net Promoter Score predicts retention and referrals OPERATIONAL EFFICIENCY ↳ Sales Cycle Length impacts cash flow forecasts ↳ Days Sales Outstanding signals collection efficiency ↳ Employee Turnover Rate reflects culture and hiring FINANCIAL HEALTH ↳ EBITDA strips out accounting noise ↳ Growth Efficiency Ratio reveals expansion quality ↳ Average Revenue Per Account tracks upsell impact The magic isn't in tracking everything. It's in tracking the RIGHT things consistently. Most CEOs drown in vanity metrics while missing the signals that actually predict success. These 18 KPIs cut through the noise. They give you the clarity to make confident decisions. And the confidence to sleep better at night. 🔖 Save this cheat sheet. Review it monthly. ♻️ Share it. Help a CEO in your network. P.S. Which KPI do you watch most closely? Share in the comments below. Want a PDF of the 18 KPIs for CEOs? Get it free: https://lnkd.in/dhh5irfH And follow Eric Partaker for more CEO insights. ————— 📢 Ready to become a world-class CEO? I'm hosting a FREE TRAINING: "7 Steps to Become a Super Productive CEO" Thur, June 12th, 12 noon Eastern / 5pm UK time https://lnkd.in/d9BuZcrd 📌 20+ Founders & CEOs have already enrolled in our  next CEO Accelerator cohort, starting July 23rd. Earlybird offer ENDS SOON. Learn more and apply: https://lnkd.in/dwjGUkEN

“What happens after an IPO matters more.” That perspective from Kalyan Krishnamurthy reflects how Flipkart has evolved under his leadership. Over nearly a decade, Kalyan helped transition Flipkart from a high-growth, founder-led startup into a professionally managed ecommerce institution. He navigated leadership transitions, strengthened alignment with Walmart, expanded supply chain coverage across 22,000+ serviceable PIN codes and scaled a platform serving 500M+ users and 2M sellers. What stands out is his ability to shift the narrative from valuation to durability. The India domicile shift signals capital market ambition. Yet Kalyan Krishnamurthy frames the IPO as a responsibility milestone rather than a celebration. Management prepares the company. The board decides timing. That clarity of roles reflects governance maturity and institutional discipline. He speaks about building a predictable and future-proof organization through AI-enabled discovery across 200M listings, seller-focused tools that improve productivity and operational discipline that protects long-term economics. This is structured, long-horizon thinking. In today’s environment, listing-day excitement often dominates conversations while post-listing accountability defines outcomes. Retail participation in India’s markets continues to deepen. Public capital deserves transparency, compliance rigor and sustainable economics. Kalyan Krishnamurthy’s ability to grow Flipkart while reinforcing governance signals a shift from scale-at-all-costs to scale-with-discipline. An IPO changes stakeholder complexity forever. Preparing for that phase instead of chasing it reflects long-term stewardship. That mindset ultimately shapes institutional credibility. https://lnkd.in/g_Gct6Wd

Debt or equity? That is the million-dollar question. For every founder and board, funding is about raising capital and choosing the right strategy for growth. My chart explains how leverage magnifies financial outcomes. When earnings are low, debt drags Earnings Per Share below zero. On the other hand, when earnings are high, debt accelerates value creation. Above the break-even point, debt accelerates returns. But below break-even, it drags profits down. Equity provides flexibility but I often see founders give away too much equity too early. The result is having more stakeholders to manage and less control when it matters most. Many early-stage companies often can’t access debt, so that's when equity becomes their only viable option. Whether you select debt or equity, please consider what blend of the two protects control, manages risk, and funds growth. Here are some practical steps you can take: 1. Protect ownership early - don’t over-dilute for short-term cash. 2. Only use debt when cash flow can service it in downside scenarios. 3. Revisit your capital mix at every growth stage. 4. Run a sensitivity test before borrowing by stress testing earnings across multiple scenarios. 5. Match debt to cash flow and not optimism. Debt repayments should come from predictable cash, not future hope. 6. Debt is a strategic tool to accelerate profitable growth. If you need debt just to survive, the timing is already wrong. 7. Both debt and equity come with hidden costs, so please do your due diligence before you make a decision as this could have a long-term impact on your business or organisation. If you were raising capital today, would you choose debt, equity, or both? ------- ➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity. 🔄 Share this insight with a decision‑maker. 📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj 📆 Ready to work together? Book your Clarity Session: https://lnkd.in/gyiqCWV2

Are the EV sector's talent batteries about to be drained? Nikola Corporation’s Chapter 11 bankruptcy is the latest signal of deep challenges in the EV and autonomous vehicle (AV) sectors. Analysis of 550+ Nikola alumni shows that as the company crumbles, its top talent flows into Ford, Lucid, GM, Rivian, and Tesla, as well as major aerospace and industrial firms like Blue Origin, Boeing, and Caterpillar. But, Nikola isn’t alone in its struggles. Across the EV and AV industries, companies are scaling back, laying off workers, and struggling with capital constraints, slowing demand, and regulatory hurdles: ➤ Top EV companies, Tesla, Rivian, and Lucid have all had one or more rounds of layoffs in the last 12 months. ➤ Ford is cutting 4,000 jobs in Europe as EV demand lags and competition from Chinese automakers intensifies. ➤ GM is pulling back from autonomous vehicles, halting funding for its Cruise division after $10B in losses and announcing major layoffs. ➤ Porsche is eliminating 1,900 jobs due to weaker-than-expected demand for its Taycan EV. ➤ Northvolt, the European battery startup once seen as a Tesla competitor, has filed for Chapter 11 bankruptcy, sinking under $5.8B in debt. ➤ Cruise is laying off nearly 50% of its workforce following GM’s decision to shut down its robotaxi expansion. As exemplified by Nikola's talent flows (graphic below), EV and AV talent has largely been traded between top startups and legacy automakers over the past few years. With automakers new and old slashing jobs and rethinking EV strategies, will the top destination for EV talent still be "another" automaker or will we see more talent move into other sectors like Big Tech (see: robotics), Space & Defense, or Climate & Energy? What would a major talent exodus mean for the future of the EV and AV sectors?

Digital Asset Treasuries poured $42B+ into crypto, fueling new all-time highs. But are they running out of steam now? DATs are public companies that turned their balance sheets into crypto treasuries. They function like options on crypto. • When BTC or ETH rise, their equity multiples expand. • When prices stall, those premiums collapse. Every new raise meant more BTC and ETH purchases. Every purchase pushed prices higher. And higher prices made it easier to raise again. It was the perfect reflexive loop. But that flywheel is slowing down. mNAV, the premium investors pay for DAT stocks above their crypto value, has been compressing toward 1. That means markets no longer reward the model. No premium → no cheap equity → no new BTC buys. According to CoinGecko, DATs spent more than $42.7B acquiring crypto in 2025, most of it during the first three quarters. But the pace has dropped sharply since October. → SharpLink and BitMine have seen their mNAV tank below 1x → Strategy’s mNAV, once over 6x at peak mania, is now just 1.21x. → ETHZilla even sold part of its ETH holdings to fund a buyback after trading below NAV, a first for the sector. Some DATs are now issuing preference shares or convertible notes instead of common equity because dilution became too costly. Others, such as Semler Scientific, merged with peers to survive. It is a clear sign that the loop of raise, buy, and pump is breaking. And that is showing up in prices. → Strategy’s stock is down about -20% year to date. → While BTC is still up around 7%. In previous cycles, Strategy would have outperformed BTC several times over. When DATs were net buyers, they added huge buy pressure to BTC and ETH. Now that inflows have slowed and the steady buy pressure is gone, the easy phase of the trade is over. DATs are not dead, but the trade that made them unstoppable is. They were built for bull markets, where rising prices masked every flaw. Now they have to prove they can deliver returns beyond simply holding BTC or ETH. Some will fade, trapped by dilution and weak premiums. A few will evolve, turning their treasuries into productive balance sheets that actually earn yield. This is the phase where hype ends and fundamentals begin. The bull market made them symbols of conviction. The next one will decide which of them actually earned it. P.S. Are you bullish that DATs will have another big comeback in the future? ♻️ Repost this to help others in your network. 📌 And follow Aram Mughalyan for more content like this.

Most CEOs focus on the P&L. That's a mistake. Because profit doesn’t scale companies—cash flow does. ➡️ Learn to analyze a cash flow statement in 10 steps and never miss a red flag again: https://lnkd.in/e2JXiUK6 Let’s break it down. A company can show a healthy profit on paper Yet still fail to: ↳ Scale sustainably ↳ Attract growth capital ↳ Maximize enterprise value Why? Because they’re optimizing for earnings… Not for liquidity, flexibility, or long-term value creation. Here’s what happens when you operate without a cash flow strategy: ✕ You chase top-line growth without discipline ✕ You burn capital on low-yield projects ✕ You carry expensive debt and weaken optionality ✕ You miss strategic windows to raise capital or reinvest Here’s how to fix it: 1. Master your Operating Activities This is your real-time cash engine. ✓ Tighten your cash conversion cycle ✓ Forecast working capital needs accurately ✓ Build resilience through scenario planning 2. Get strategic with Investing Activities Growth isn’t random—it’s funded. ✓ Use NPV and IRR to prioritize high-impact projects ✓ Focus on investments that compound operating cash flow 3. Be intentional with Financing Activities Capital structure is a choice, not a consequence. ✓ Align debt/equity with risk and return expectations ✓ Set clear dividend and repurchase strategies Takeaway: Profit is a snapshot. Cash flow is a strategy. And only one of them drives long-term value creation. 📌 Want to master this and more and make 2025 your best year yet? ▷▷ Apply for the Spring cohort of The CEO Financial Intelligence Program. Limited spots, starts April 23: https://bit.ly/3ZCI0kr ▷▷ Register for a free upcoming Financial Intelligence Masterclass to learn more: https://lnkd.in/ertXF5pi ♻️ Like, Comment, Repost if this was helpful. And follow Oana Labes, MBA, CPA for more insights on financial leadership.

Most deals do not fall apart because of valuation. They fall apart in due diligence. Whether it is fundraising or M&A, the pattern is the same. You pitch. They show interest. Then the real questions begin. And that is where many founders get exposed. The numbers are messy. The founder is still the bottleneck. The systems barely exist. The team is running on fumes. Deals do not collapse with a dramatic no. They just go quiet. Once buyers or investors see the cracks, they quietly move on. You are not selling a dream. You are proving you can deliver. Confidence and charm get you in the room. Capability and execution get the deal done. Here are three ways to avoid losing it in diligence: 1. Prove it works without you If you disappear for two weeks, does the business keep moving? If not, you have a problem. 2. Show real numbers, not noise No one cares about your best week ever. Show consistency. Show margins. Show cash flow that makes sense. 3. Tighten your back office Clean up your accounts. Document your ops. Put contracts in one place. Make it easy to trust you. Anyone can pitch. Only the perfectly prepared actually close.

𝐂𝐥𝐨𝐬𝐢𝐧𝐠 𝐛𝐢𝐠𝐠𝐞𝐫 𝐝𝐞𝐚𝐥𝐬 𝐟𝐚𝐬𝐭𝐞𝐫: How to avoid bottom-funnel issues in B2B sales? According to Forrester, 74% of deals stall in the late stages, and that’s where the big revenue slips happen. Most CROs – myself included in my earlier career – get caught up in obsessing over the top of the funnel. We track meetings, the number of calls, and the pipeline generation. But let’s be honest: If your #sales teams can’t close the deal, then none of that matters. So how should SDRs approach deal closure? Here are some practical tips directly from a CRO's desk: After years of leading revenue teams, one truth stands out: 𝐭𝐡𝐞 𝐛𝐞𝐬𝐭 𝐜𝐥𝐨𝐬𝐞𝐫𝐬 𝐝𝐨𝐧’𝐭 𝐫𝐞𝐥𝐲 𝐨𝐧 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐨𝐫 𝐩𝐞𝐫𝐬𝐮𝐚𝐬𝐢𝐨𝐧 — 𝐭𝐡𝐞𝐲 𝐥𝐞𝐚𝐝 𝐰𝐢𝐭𝐡 𝐞𝐦𝐩𝐚𝐭𝐡𝐲, 𝐢𝐧𝐬𝐢𝐠𝐡𝐭, 𝐚𝐧𝐝 𝐯𝐚𝐥𝐮𝐞. Every interaction becomes an opportunity to educate, solve, and build trust. Instead of pushing for a signature, they guide prospects through a journey where each step feels purposeful, relevant, and aligned with the buyer’s goals. This approach not only drives conversions but fosters long-term relationships rooted in mutual respect and shared success. Last week at HubSpot's INBOUND 2025, CEO Yamini Rangan reminded us all that 𝐁𝟐𝐁 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫𝐬 𝐛𝐮𝐲 𝐨𝐮𝐭𝐜𝐨𝐦𝐞𝐬, 𝐧𝐨𝐭 𝐭𝐨𝐨𝐥𝐬. The message was clear: Companies don’t just invest in another tool — they invest in results such as retention, growth, and efficiency. To compete, vendors must align across functions to deliver tangible value to customers. 𝐌𝐚𝐩 𝐭𝐡𝐞 𝐛𝐮𝐲𝐢𝐧𝐠 𝐜𝐨𝐦𝐦𝐢𝐭𝐭𝐞𝐞 𝐞𝐚𝐫𝐥𝐲: in #B2B sales, decisions are rarely made in isolation, but involve multiple stakeholders — each with different priorities, levels of influence, and concerns. To navigate this effectively, it’s critical to identify and understand the roles of champions, blockers, and decision-makers within the account. Tailoring your messaging to each persona — whether it's equipping champions with internal selling tools, addressing blockers’ concerns with empathy and data, or aligning with decision-makers on strategic outcomes — transforms your approach from transactional to consultative. 𝐒𝐮𝐫𝐟𝐚𝐜𝐞 𝐨𝐛𝐣𝐞𝐜𝐭𝐢𝐨𝐧𝐬 𝐞𝐚𝐫𝐥𝐲. In complex B2B sales, objections are not roadblocks — they’re in fact buying signals. The most effective closers don’t wait for resistance to surface at the final stages; they actively seek it out early. This proactive approach allows sellers to address friction head-on — whether it’s budget constraints, competing priorities, or stakeholder skepticism — and turn potential deal-killers into opportunities for deeper engagement and trust-building. How do you prevent investing tons of resources and time into a deal - only to see it being blocked at the last minute? keen to hear your insights and best practices.

Is the EV bubble bursting? Nikola, once valued higher than Ford at $30 billion, just filed for Chapter 11 bankruptcy after failing to find a buyer. It's a stark reminder that hype alone isn’t enough to sustain a business. 🔍 What went wrong? Nikola’s collapse isn’t just about one company—it reflects deeper challenges in the EV industry. Let’s break it down: ✅ Overpromising, underdelivering – In 2020, Nikola claimed to be a leader in hydrogen-powered electric trucks. But when investors realized the technology wasn’t ready, confidence plummeted. – Its founder was later convicted of fraud, further damaging credibility. ✅ Market uncertainty – The EV sector is growing, but adoption isn’t happening as fast as expected. High costs and charging infrastructure gaps are still major barriers. – Companies like Fisker and Lordstown Motors are also struggling. ✅ Capital-intensive business – Developing EVs requires huge upfront investments. Without steady revenue, many startups run out of cash before they can scale. – Even giants like Tesla had to fight to survive in their early years. What about sustainability? The failure of startups like Nikola doesn’t mean the shift to sustainable transportation is failing but it does show that real sustainability requires more than just a vision. It needs practical execution. ✔ A truly sustainable EV ecosystem must include: 🔹 Circular economy principles – Recycling batteries and reducing carbon footprints. 🔹 Smarter infrastructure investments – Faster, more efficient charging networks. 🔹 Strong environmental policies – Regulations that help companies scale sustainably. 🚨 What does this mean for the future of EVs? The industry isn’t doomed, but we might see fewer startups and more consolidations. To succeed, companies need: 🔹 Sustainable business models – Not just exciting ideas, but real execution. 🔹 Strong financial planning – Cash flow is king. 🔹 Consumer trust – Without it, no amount of innovation matters. 💬 What’s your take? Do you see this as a setback or a natural market correction? Let's discuss in the comments. #EVs #ElectricVehicles #Nikola #Sustainability #LinkedInNews I am Dr. Saleh ASHRM 💡 Certified LinkedIn creator Top #9 creators LinkedIn Syria Top #1 Corporate Finance Syria The Sustainability Ambassador by The SPSC - UK Ph.D. in Accounting & Advocate for Sustainable Finance Source of picture is Reuters