Main Responsibilities of a Finance Chief of Staff at PagerDuty
Andrew, Chief of Staff, Finance at PagerDuty, divides his responsibilities into "operations," managing the CFO organization's daily functions and yearly planning; "project management," leading cross-functional initiatives; and "financial analysis," creating insightful narratives based on financial results. This multifaceted role showcases the significant operational, analytical, and leadership demands of a Chief of Staff position.
Project Management, Financial Analysis, Operations Management, Executive Support, Cross-functional Collaboration
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Andrew La Follette
Chief of Staff, Finance
PagerDuty
University of Arizona, 2012
UCLA MBA
Political Science, American Studies
Technology
Finance
Scholarship Recipient, Took Out Loans, Transfer Student
Video Highlights
1. Andrew's role involves managing the day-to-day operations of the CFO organization, including yearly planning and meeting management.
2. He plays a key role in project management, organizing cross-functional projects and leading problem-solving discussions.
3. A significant part of his responsibilities includes financial analysis, interpreting financial data, and creating narratives to report on financial performance and goals.
Transcript
What are your main responsibilities within your current role?
I like to break this down into three different parts. Number one is operations.
I run the day-to-day operations of the CFO org, as well as the VPs that report into the CFO. I support things like our yearly planning process and the steps we need to take to get to our yearly plan.
I create content and run all of our meetings. I also do a lot of extensive documentation to make sure that things are organized, people have the information they need, and know where to find it.
The second thing I do is project management. There are many different cross-functional projects that come my way, and I organize people, information, and meetings. I lead the discussion to try to solve some of the problems these projects are focused on.
Finally, I do a fair bit of financial analysis. I look at our numbers and make assessments and insights based on our results. Then I package that into written narratives to showcase where we are financially and where we need to go.
So, those three things—operations, financial analysis, and project management—are where I spend the majority of my time.