Looking back on their career-building years, few finance leaders ever forget the first time that they presented to a board of directors.

For many, the stares of the individual directors around the table remain locked in time, forever evergreen.

For Jim Young, the gazes that stay ever-present are some that were cast not from across a boardroom but instead by a room populated by hundreds of employees attending an offsite management gathering.

“My job was to communicate some of the important trends—with a little bit of perspective on the investment community—and to highlight different aspects of what was going on with our business,” explains Young, who adds that his primary intent was to bring the company’s customer value proposition into sharper focus and better expose how it translated into customer retention.

What happened next, Young tells us, left a lasting impression.  

“There were a lot of questions, and I could see this high engagement as I scanned the audience,” remarks Young, who differentiates this experience from his more frequent discussions with the company’s investment community.  

“The audience’s interest was not because I had brilliant insight or was presenting a great analysis of how we could create value in the business,” comments Young, who reports that following the gathering he completed a postmortem on the talk in order to better understand what was responsible for the gathering’s rapt attention.  

“We had this very specific metric that in the past had gotten a few nods and maybe even been paid some lip service, and now at this session it suddenly became the focus of a discussion that revealed it to be something that was really quite valuable,” recalls Young, who today credits his talk with simply having “connected the dots.”

“The average employee could now understand and translate the metric to his or her business area and to their salespeople and all the rest,” continues Young, who observes that the talk also helped to raise the profile of his finance team by enabling it to better engage with business managers intrigued by what Young had shared.

“I make company leaders better at what they do by helping them to explain where we’re driving value and by making these connections visible all the way through to very tangible things,” notes Young, as he issues what might well be his CFO mission statement.     

Reflecting back on the talk, he adds: “To this day, I use it as a lesson as far as how I should do my job goes—if I’m not connecting dots, I’m not doing my job.” –Jack Sweeney