David Ertel's guest appearances

David Ertel

CFO THOUGHT LEADER

Marc Elliot

Sachin Patel

Lawrence Levy

Rajesh Gupta

Dave Jones

Jeff Epstein

John Collins

Eric Johnson

Michael Tannenbaum

Kraft Heinz

Chris Baker

Bob Feller

Dave Kellogg

Jeff Nichols

Jim Stewart

OwlTail

CFOTL: What metrics are top of mind for you? ERTEL: Largely defined, most of Vizient's revenue is—I'm going to put it in air quotes—"subscription-oriented." Some of it is literal subscriptions, whether SaaS or other offerings, but much of it is driven by multiyear contracts that operate as subscription services, such as for clinical data or for a group purchasing organization. While on the one hand this provides great visibility on future revenue, the challenge with these types of organizations is to not just sit back and rest on your laurels. What offerings enhancements do you put forward to really take advantage of the built-in stickiness that you have because it's either a contract or a subscription that serves as a contract? How do you really enhance something so that you're providing value to those customers on an ongoing basis by improving the offerings?  That's a good starting point, but it doesn't change the dynamic of the fact that you have to be out there every day as a company, whether you're on the back office or CFO side of the equation or you're out with customers. I think that it's an important point for a company like this to understand and rise to that challenge. As far as metrics go, it's revenue per customer, it's margin per customer, it's overall EBITDA margin when you look at financial statistics, but then it's also member retention. That's not literally measured every single day, but certainly it's something that's looked at month by month. How many of our customers do we retain? Another metric is new business, what our market share is, and so forth. So, there are probably 10 to 12 metrics altogether.

<p>CFOTL: What metrics are top of mind for you? ERTEL: Largely defined, most of Vizient's revenue is—I'm going to put it in air quotes—"subscription-oriented." Some of it is literal subscriptions, whether SaaS or other offerings, but much of it is driven by multiyear contracts that operate as subscription services, such as for clinical data or for a group purchasing organization. While on the one hand this provides great visibility on future revenue, the challenge with these types of organizations is to not just sit back and rest on your laurels. What offerings enhancements do you put forward to really take advantage of the built-in stickiness that you have because it's either a contract or a subscription that serves as a contract? How do you really enhance something so that you're providing value to those customers on an ongoing basis by improving the offerings?  That's a good starting point, but it doesn't change the dynamic of the fact that you have to be out there every day as a company, whether you're on the back office or CFO side of the equation or you're out with customers. I think that it's an important point for a company like this to understand and rise to that challenge. As far as metrics go, it's revenue per customer, it's margin per customer, it's overall EBITDA margin when you look at financial statistics, but then it's also member retention. That's not literally measured every single day, but certainly it's something that's looked at month by month. How many of our customers do we retain? Another metric is new business, what our market share is, and so forth. So, there are probably 10 to 12 metrics altogether.</p>

558:  Achieving Ongoing Customer  Value | David Ertel, CFO, Vizient