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Learn how principal or agent revenue recognition affects your financial reporting, with clear guidance on key differences and practical steps for compliance.
Your financial statements do more than just report on the past; they tell a story about your company's future. When you're seeking funding, forging partnerships, or planning an exit, the scale of your business matters. A single accounting judgment—the principal or agent revenue recognition decision—can drastically alter the perception of your company's size. Reporting as a principal shows the full value of every transaction, painting a picture of a larger market presence. This article moves beyond the technical rules to explore the strategic implications of this choice, helping you understand how to align your financial reporting with your long-term business goals for maximum impact.
When you sell a product or service that involves another company, figuring out how to record the revenue can get tricky. Are you responsible for the whole sale amount, or just your cut? This is the heart of the principal versus agent question, a critical distinction in accounting that determines how you report your revenue and, ultimately, how the world sees your company's financial health. Getting it right is fundamental for accurate reporting and compliance.
At its simplest, the difference comes down to control. A company is a principal when it controls the good or service before transferring it to the customer. In this role, you report the gross amount of the sale as revenue. Think of a retail store that buys products from a brand and then sells them to shoppers. On the other hand, a company is an agent when its job is to arrange for another party to provide the good or service. As an agent, you don't control the item yourself; you're a facilitator. You only report your fee or commission as revenue. This is a key point in revenue recognition standards that many businesses have to assess.
Deciding whether you're a principal or an agent has a major impact on your financial statements. It directly affects the top line of your income statement—your total revenue. Reporting the gross revenue as a principal can make your company appear much larger than if you were to report the net revenue as an agent. This isn't just about vanity metrics; it influences how investors, lenders, and potential buyers perceive your business's scale and market share. The choice also clarifies who your customer is, what your performance obligations are, and when you can recognize revenue, all of which are essential for accurate financial insights.
So, how do you know if you have control? The Financial Accounting Standards Board (FASB) provides indicators to help you figure it out. If you're acting as a principal, you'll likely see these signs:
Figuring out whether you're the principal or the agent isn't always straightforward, but it comes down to one main idea: control. Who controls the good or service before it gets to the customer? Under ASC 606, this is the central question. You aren't just looking for one magic sign; instead, you'll weigh several indicators to see where your business lands. Asking the right questions about your transactions will give you a clear picture of your role and how you should recognize revenue.
Think about who the customer holds accountable for getting the job done. If a customer receives a damaged product or the wrong item, who do they call? If your company is the one handling customer complaints, managing returns, and fulfilling warranties, you are likely the principal. You are primarily responsible for satisfying the performance obligation. An agent, on the other hand, typically passes these responsibilities on to the principal. The agent’s job is to arrange the sale, not to guarantee the product or service itself. This direct line of responsibility is a strong indicator that you control the goods or services.
Follow the money. If you have a financial stake in the inventory before it's sold or after a return, you're probably the principal. This is known as inventory risk. It can show up in two ways: front-end risk, where you purchase and hold products before a customer even places an order, and back-end risk, where you are obligated to accept customer returns. An agent doesn't typically own the inventory. They connect a buyer and a seller without ever taking on the financial risk of unsold or returned goods. If your business bears the loss when inventory doesn't move, you are acting as the principal.
Does your business have the final say on the price the customer pays? If you have the flexibility to set prices, offer discounts, or run promotions, you are demonstrating control and acting as the principal. This discretion over pricing is a key indicator because it shows you control the economic benefit of the good or service. An agent usually works for a predetermined commission or fee. While they might have some influence, they don't have the ultimate authority to establish the price. If you're the one making the pricing decisions, it's a clear sign you're in the driver's seat.
Consider who the customer sees as the primary business they are dealing with. As the principal, you typically own the customer relationship. You handle the marketing, branding, and direct communication. The customer knows your name, interacts with your platform, and provides their information to you. The other party involved in the transaction is often invisible to the end customer. In this scenario, the amount you pay to the other party for the goods is treated as a cost of goods sold (an expense), not a reduction of revenue. If you're the face of the transaction, you are most likely the principal.
Once you’ve determined that your business acts as the principal in a transaction, the next step is to report that revenue correctly. This process is more than just a compliance exercise; it’s about painting an accurate financial picture of your company's performance. Getting it right ensures your financial statements are reliable, which builds trust with investors, lenders, and stakeholders. It also gives you a clearer view of your top-line growth, helping you make smarter strategic decisions.
Reporting as a principal follows specific guidelines under ASC 606. The core idea is that because you control the goods or services before they reach the customer, you recognize the full value of the sale. This is known as gross revenue reporting. It directly impacts your income statement, showing a higher revenue figure compared to an agent who would only report their net commission. In this section, we’ll walk through the key steps for reporting revenue as a principal, from confirming your status to knowing exactly when to record the transaction. With a clear process, you can ensure your books are accurate and fully compliant. For more guidance on streamlining your financial operations, you can find additional insights in the HubiFi Blog.
Before you can report revenue, you need to be certain you are, in fact, the principal. The simplest definition is that a company acts as a principal when it provides goods or services directly to the customer. Think of it this way: you are the one ultimately responsible for fulfilling the promise made to the buyer. You aren't just facilitating a sale for another company; you are the seller. This distinction is the foundation of your reporting method. Getting this first step right is crucial, as misclassifying your role can lead to significant errors in your financial statements and compliance issues down the line. The revenue recognition standards provide clear guidance on making this determination.
The defining factor for being a principal under ASC 606 is "control." According to accounting guidelines, a company is a principal if it "controls" the good or service before it gives it to the customer. But what does control really mean? It means you have the power to direct the use of that good or service and obtain most of its remaining benefits. For instance, if you hold inventory, you can decide to sell it to any customer, use it for another purpose, or even scrap it. You bear the risks and reap the rewards. This is fundamentally different from an agent, who never truly has control over the asset. Evaluating whether an entity is a principal or an agent hinges on this critical concept.
When you act as a principal, your financial reporting reflects the full scope of the transaction. As a principal, you report the full amount of the sale as gross revenue. For example, if you sell a product to a customer for $500 and it cost you $300 to acquire, you will report $500 in revenue and $300 in Cost of Goods Sold (COGS). This method provides a transparent view of your sales volume and operational scale. It contrasts sharply with agent reporting, where only the net amount—the commission or fee—is recognized as revenue. Reporting on a gross basis gives a more complete picture of your business's size and market activity.
Knowing how much to report is only half the battle; you also need to know when to report it. The rule is straightforward: revenue is recognized when the customer gets control of the goods or services. This is the point at which you have fulfilled your performance obligation. For a physical product, this is typically when the item is delivered to the customer. For a service, it might be over the period the service is provided or at the moment it is completed. Pinpointing this moment is essential for accurate, period-specific financial reporting and is a core requirement of the 5 steps for revenue recognition under ASC 606.
If you've determined you're acting as an agent, your approach to revenue recognition will look quite different from a principal's. Instead of reporting the full amount the customer pays, you’ll only report the portion you earn for your services—your commission or fee. Think of yourself as a matchmaker connecting a customer with another company’s product or service. Your revenue is the fee you get for making that introduction happen, not the total value of the transaction.
This method is called reporting revenue on a "net" basis. It’s a critical distinction under ASC 606 because it presents a more accurate picture of your company's actual performance. Reporting the gross amount when you're an agent can inflate your revenue figures, which can mislead investors and create compliance headaches during an audit. Getting this right involves a few clear steps: confirming your agent status based on control, correctly calculating your fee, reporting it as net revenue, and recognizing it at the right time. We’ll walk through each of these pieces so you can feel confident in your financial reporting. For more deep dives into financial topics, you can always find helpful insights in the HubiFi blog.
First things first, you need to be certain you’re an agent. The defining factor is that you don't control the good or service before it's transferred to the end customer. Your primary role is to arrange for another party—the principal—to provide it. For example, a concert ticket marketplace facilitates the sale but doesn't own the tickets or control the event itself. Even if you have some say in the final price to generate a larger commission, you can still be an agent. The key question remains: Are you fulfilling the promise to the customer, or are you arranging for someone else to do it? If it's the latter, you're operating as an agent.
Once you've confirmed you're an agent, your revenue is simply the commission or fee you earn for facilitating the sale. You don't report the full amount you collect from the customer. For instance, if you run an online marketplace and a customer buys a $100 product from a vendor, and you keep a 10% fee, your revenue is $10—not $100. The remaining $90 is passed on to the vendor (the principal). This is the core of agent revenue reporting. Accurately tracking these fees, especially in high-volume businesses, is essential for compliance and a clear view of your financial health.
Reporting revenue on a "net" basis means you only record the compensation you're entitled to keep. In the previous example, the $10 fee is your net revenue. This reflects your true earnings as a facilitator. This is a non-negotiable part of ASC 606 compliance for agents. Showing the gross amount on your income statement would incorrectly suggest you had $100 in sales, which misrepresents your business's size and operational scale. Using tools that offer seamless integrations with HubiFi can help automate this process, ensuring that your accounting software always reflects the correct net revenue without manual workarounds.
The final piece of the puzzle is timing. As an agent, you recognize your revenue (your fee) when the principal fulfills its performance obligation to the customer. In simpler terms, you book the revenue when the customer gets what they paid for. If you’re a travel agent, you recognize your commission when the traveler takes their trip, not just when they book it. This is because your service—arranging the transaction—is complete only when the underlying good or service has been delivered. Aligning your revenue recognition with this moment ensures your financials accurately reflect when value has truly been provided.
The real world of business rarely fits into neat little boxes. Your revenue streams might involve multiple partners, digital platforms, or complex distribution channels that make the principal vs. agent distinction feel a bit fuzzy. Getting this right isn't just about following the rules—it's about accurately reflecting your business's performance and making sound strategic decisions. The key is to look past the complexity and focus on one thing: control. Who controls the good or service before it reaches the customer?
Answering this question helps you cut through the noise. Whether you're a marketplace, a SaaS company with partners, or an e-commerce brand using a third-party logistics (3PL) provider, the same principles apply. The decision has a major impact on your financial statements, as deciding if a company is a principal or an agent greatly changes how they record their sales and other financial information. This isn't just an accounting detail; it affects your top-line revenue, which can influence everything from investor perceptions to loan applications. Let's walk through some of the most common tricky situations you might face and how to think through them clearly. With a solid framework, you can handle these scenarios confidently and ensure your revenue recognition is always on point.
When a deal involves more than just you and the customer, things can get complicated. Think about arrangements with contractors, partners, or other vendors who all play a role in delivering the final product or service. In these cases, you need to pinpoint who is responsible for providing the specified good or service to the end customer. It’s not about who does the most work, but who has the primary obligation.
For example, if you hire a freelance designer to create assets for a client project, are you the principal or an agent? If you are responsible for the final delivery, quality, and any fixes, you are likely the principal. You control the service. If you simply connect the client with the designer and take a referral fee, you’re acting as an agent.
Selling on digital marketplaces or platforms adds another layer to the principal vs. agent question. The lines can be especially blurry here because a company can be a principal for some transactions and an agent for others, even within the same platform. For instance, if you run an e-commerce marketplace, you might sell your own branded products directly to consumers. For those sales, you are the principal because you control the inventory.
At the same time, you might allow other vendors to sell on your platform, and you simply process the payment and take a commission. In that scenario, you are the agent. You don't own their inventory or control their products. You’re just facilitating the sale. Carefully assessing each type of transaction is essential for accurate reporting.
If you use distributors, resellers, or other third-party networks to sell your products, the principal vs. agent decision is fundamental. This choice directly influences how you record revenue and present your company's financial health. If you are the principal, you’ll report the gross revenue from the sale to the end customer. If you’re an agent, you’ll only report the net amount you earn, like your commission or fee.
This has a huge effect on your top-line revenue. Imagine a product sells for $100, and your fee is $15. As a principal, you report $100 in revenue and a corresponding cost of goods sold. As an agent, you report just $15 in revenue. While your profit might be the same, the perception of your company's size can be vastly different, which is why a clear principal versus agent framework is so important.
E-commerce has its own unique challenges, especially with models like dropshipping. The rule of thumb comes back to control. According to guidance on revenue recognition under ASC 606, if you control a good or service before it's transferred to the customer, you are the principal. This means you must record the full sales amount as revenue. Control can mean holding physical inventory, but it can also mean taking on inventory risk or having the ability to direct the use of the product.
Conversely, if you simply arrange for another company to provide the good or service, you are an agent. In this case, you only record your fee or commission as revenue. For dropshippers, this is a critical distinction. If you are responsible for customer satisfaction, returns, and setting the price, you are likely the principal, even if you never touch the inventory.
Deciding whether you’re a principal or an agent is one of the most significant judgments you'll make in your financial reporting. This isn't just an accounting technicality; it's a strategic choice that fundamentally changes the story your financial statements tell about your company. The most immediate effect is on your top-line revenue, which directly influences how investors, lenders, and potential acquirers perceive your company's size, growth rate, and market position. Reporting as a principal means you record the gross value of a transaction as revenue, making your company appear larger. As an agent, you only record your net fee or commission, resulting in a smaller top line but often a higher profit margin percentage.
This single decision creates ripples across all your key financial reports. It affects how you present assets and liabilities on your balance sheet, how you calculate profitability on your income statement, and what you’re required to explain in your financial disclosures. Getting this right is crucial for maintaining ASC 606 compliance, passing audits, and giving stakeholders a transparent look at your business performance. Understanding these impacts will help you make the right call and ensure your financials accurately reflect your business model. Getting this right often requires a system that can handle complex revenue streams, ensuring you can confidently present your financials to any stakeholder.
Your role as a principal or agent directly impacts what appears on your balance sheet. If you are a principal, you control the goods or services before they transfer to the customer. This means you likely hold inventory risk, so you’ll report inventory as an asset on your balance sheet until it’s sold. An agent, who never truly owns the inventory, wouldn't. Furthermore, a principal may need to report "contract assets" (your right to payment for work completed but not yet invoiced) and "contract liabilities" (your obligation to a customer who has paid you in advance). These accounts provide a clear snapshot of your financial position related to customer contracts.
The most dramatic impact of the principal vs. agent decision is on your income statement. A principal reports revenue on a gross basis. If you sell a product for $1,000 and your cost is $900, you report the full $1,000 as revenue and $900 as the cost of goods sold. An agent in the same transaction would only report their $100 fee as revenue. While the gross profit is $100 in both cases, the top-line revenue figure and gross margin percentage are vastly different. This can significantly influence how investors and lenders perceive your company’s scale and operational efficiency.
It’s a common mistake to think that the way cash moves determines your status as a principal or agent. You might assume that if the full customer payment lands in your bank account, you must be the principal. However, the accounting rules are clear: the flow of cash is not the deciding factor. The critical question is who controls the good or service before it reaches the customer. Your Statement of Cash Flows will report the cash that actually moves through your business, but this doesn't dictate your revenue recognition method. Your role is defined by your performance obligations, not your payment processing setup.
Transparency is a non-negotiable part of modern financial reporting. You must provide clear disclosures that help anyone reading your financials understand your revenue streams. This includes explaining the significant judgments you made, such as why you determined you are a principal or an agent for certain transactions. You also need to break down revenue into meaningful categories and detail your performance obligations. This is where having seamless integrations with your accounting software becomes critical, as it allows you to pull and organize the necessary data without manual headaches, ensuring your disclosures are both accurate and insightful.
Getting the principal vs. agent distinction right isn't just about following the rules—it's about reflecting the true nature of your business in your financials. While the scenarios can get complicated, applying a consistent framework will bring clarity to your revenue recognition process. Think of it less as a daunting task and more as a series of practical steps. This checklist breaks down the process into four key actions you can take to ensure your reporting is accurate, compliant, and audit-ready. By building a solid process, documenting your decisions, and using the right tools, you can handle even the most complex transactions with confidence.
The first step is to create a repeatable assessment process. For every revenue stream involving another party, you need a clear method to determine your role. This boils down to a simple, two-part evaluation. First, identify the specific good or service being transferred to the end customer. What are they actually paying for? Second, assess whether your company has control over that good or service before it reaches the customer. This framework is your foundation for making the right call every time. Having a structured process removes guesswork and ensures consistency across your accounting team. For more guidance, you can find additional insights in the HubiFi blog.
Your work isn't done once you've made the principal or agent determination. You need to document why you made that choice. This documentation should be created early in the revenue recognition process and detail the facts and circumstances you considered. Think of it as building a case for your decision. This record is invaluable during an audit and serves as a reference for future contracts with similar structures. Thorough documentation demonstrates diligence and provides a clear trail that supports your financial reporting, protecting your business from compliance issues down the road. It’s a critical habit for maintaining financial integrity.
Because determining your role often requires judgment, especially in multi-party arrangements, strong internal controls are essential. These controls are the policies and procedures that guide your team to make consistent and accurate decisions. They act as a safeguard, ensuring that the assessment process is applied correctly every time. Strong controls might include a review and approval process for new contracts or a standardized checklist based on ASC 606 indicators. By implementing these measures, you reduce the risk of errors and ensure that your revenue recognition practices are sound, defensible, and uniformly applied across the organization.
Manually tracking every transaction is not only time-consuming but also prone to error. This is where technology becomes a game-changer. The right software can automate data collection, apply your assessment rules consistently, and maintain an audit trail without the manual effort. Modern revenue recognition platforms are designed to handle the complexities of principal vs. agent scenarios, ensuring ongoing compliance and providing clear insights into your revenue streams. If you're ready to see how automation can simplify your process and provide the clarity you need to make strategic decisions, you can schedule a demo with HubiFi to explore a tailored solution.
Let's be honest: figuring out whether you're a principal or an agent for every single transaction can feel like a full-time job. The rules are complex, the stakes are high, and manual tracking in spreadsheets is a recipe for errors and audit headaches. When you’re dealing with high volumes of transactions, the risk of misstatement isn't just a possibility; it's a probability. This is where automation changes the game. Instead of spending countless hours on manual calculations and reconciliations, you can implement a system that handles the heavy lifting for you.
Automating your revenue recognition process isn't just about saving time—it's about building a more resilient and scalable financial operation. It allows you to close your books faster, pass audits with confidence, and free up your team to focus on strategic initiatives that actually grow the business. By moving away from manual processes, you reduce the risk of human error and gain a level of accuracy that’s nearly impossible to achieve by hand. Think of it as giving your finance team a superpower, allowing them to operate with greater precision and provide more valuable insights to the rest of the company.
Revenue recognition software is designed to take the guesswork out of compliance. These tools can automatically apply the complex rules of standards like ASC 606 to your transactions, ensuring revenue is recognized correctly every time. Instead of manually reviewing contracts and performance obligations, the software does it for you. It automates the calculations, from determining the transaction price to allocating it across different obligations. This not only ensures you’re following the latest accounting standards but also creates a clear, auditable trail for every decision. It’s a critical step toward minimizing compliance risk and achieving financial accuracy.
Beyond just keeping you compliant, the right automation platform provides powerful data analytics. It can give you a much clearer picture of your business performance by highlighting revenue trends, customer behavior, and product profitability. Imagine being able to see, in real-time, which of your sales channels are performing best or how different pricing structures impact your bottom line. These insights allow you to move from reactive reporting to proactive decision-making. You can optimize your strategies based on hard data, not just hunches, giving you a significant competitive edge in the market.
For automation to be truly effective, it can't operate in a silo. The best revenue recognition solutions are built to connect with the tools you already use every day. A seamless flow of data between your CRM, ERP, and accounting software is essential for a single source of truth. When your systems are fully connected, you eliminate the need for manual data entry and reconciliation, which are major sources of errors. This ensures that everyone, from sales to finance, is working with the same accurate information. Before choosing a platform, always check its ability to create smooth integrations with your existing tech stack.
One of the biggest benefits of automation is the ability to monitor your compliance status continuously. Instead of a frantic scramble at the end of each month or quarter, you can have a real-time dashboard showing you exactly where you stand. This makes it easier to spot and fix issues before they become major problems. It also transforms audits from a stressful, disruptive event into a straightforward review process. When you can provide auditors with a complete, transparent record of your revenue recognition practices, you build trust and confidence. If you're ready to see what this kind of effortless monitoring looks like, you can schedule a demo to explore the possibilities.
The world of revenue recognition isn't standing still. Just when you feel like you’ve mastered the current rules, new technologies and regulatory updates emerge. Staying on top of these changes isn't just about compliance; it's about making smarter business decisions. The future of revenue recognition is less about manual number-crunching and more about leveraging technology to get a clearer, more accurate picture of your company's financial health.
Understanding these shifts helps you prepare your business for what's ahead, ensuring your financial processes are not only compliant but also a source of strategic advantage. From the rise of artificial intelligence in accounting to a greater demand for transparency in financial reporting, the landscape is evolving quickly. For high-volume businesses, these changes present both challenges and incredible opportunities. By embracing automation and staying informed, you can turn complex compliance requirements into a streamlined process that provides valuable insights into your business performance. The key is to know what’s coming and have the right systems in place to adapt.
Technology is fundamentally changing how we handle revenue recognition. Gone are the days of spending weeks buried in spreadsheets. Emerging technologies are making it possible to automate everything from data extraction to compliance checks, all while uncovering critical insights about your business. Think of AI and machine learning not as futuristic concepts, but as practical tools you can use today. These systems can analyze thousands of contracts in minutes, identify performance obligations, and apply the correct revenue rules with incredible accuracy. This shift allows your finance team to focus less on tedious manual work and more on strategic analysis and planning.
The introduction of ASC 606 was a major shake-up, and its impact continues to unfold. While the core principles are set, regulatory bodies like the FASB are always clarifying guidance and addressing new complexities as business models evolve. The new revenue recognition standard has created unique challenges for accountants and business owners, especially in industries with subscription models or multi-element arrangements. Staying compliant means keeping a close eye on these updates. What might seem like a minor clarification can have a significant impact on how you recognize revenue, so having a process for monitoring regulatory changes is essential for avoiding costly errors down the road.
Automation is becoming the standard for modern revenue recognition, and for good reason. For businesses handling a high volume of transactions, manually applying the five-step model to every single sale is not just inefficient—it’s nearly impossible to do without errors. AI-powered accounting software can automate this entire process, ensuring consistency and accuracy across the board. More than that, these tools use data analytics to offer deeper insights into revenue trends, customer behavior, and product performance. By automating the heavy lifting, you free up your team to analyze this data and make strategic decisions that can drive real growth. You can schedule a demo to see how automation can transform your financial operations.
Investors, lenders, and stakeholders are demanding more transparency in financial reporting, and revenue recognition is at the heart of this trend. It’s no longer enough to just report a top-line revenue number. Companies are now expected to provide a clearer picture of their financial obligations. This means your balance sheet must clearly show items like "contract assets," for when you've done the work but haven't been paid, and "contract liabilities," for when a customer has paid you for work you haven't completed yet. This move toward more detailed disclosures gives a much more honest view of a company's financial position and its future revenue streams.
Can my business be both a principal and an agent? Yes, and it’s actually quite common. Many businesses wear both hats depending on the transaction. For example, if you run an online marketplace, you might sell your own branded products directly to customers. For those sales, you are the principal. At the same time, you might allow other vendors to sell on your platform in exchange for a fee. For those sales, you are the agent. The key is to assess each revenue stream independently rather than trying to apply one label to your entire company.
If my profit is the same either way, why does this distinction matter so much? This is a great question because it gets to the heart of why this isn't just an accounting exercise. While your net profit might not change, your top-line revenue will look drastically different. Reporting as a principal shows the full sale amount, making your company appear much larger in terms of sales volume. This perception of scale can influence everything from your ability to get a loan to your company's valuation. It’s about presenting an accurate picture of your market footprint.
The customer pays me the full amount. Doesn't that automatically make me the principal? It’s a common assumption, but the flow of cash is not the deciding factor. Accounting rules focus on which party has control over the good or service before it reaches the customer. You could be collecting the full payment simply as a facilitator before passing the majority of it on to the principal. Your role is defined by your responsibilities—like handling returns or setting prices—not by who processes the credit card transaction.
What's the biggest mistake you see companies make when trying to figure this out? The most frequent mistake is getting bogged down in secondary details and losing sight of the main question: who has control? Companies often over-focus on factors like who the customer contacts first or who has the brand recognition. While these are indicators, they don't matter if another party is the one with inventory risk, primary responsibility for fulfillment, and the final say on pricing. Always bring your analysis back to the core concept of control.
This sounds complicated. Is it okay to just make a judgment call once and apply it to all my sales? I would strongly advise against a "set it and forget it" approach. This isn't a one-time decision, especially if your business is growing or evolving. You need a reliable process to evaluate your revenue streams as they are created or changed. Each new partnership, sales channel, or product offering could change your role. Establishing a clear assessment framework from the start will save you from major headaches during an audit or financial review.
Former Root, EVP of Finance/Data at multiple FinTech startups
Jason Kyle Berwanger: An accomplished two-time entrepreneur, polyglot in finance, data & tech with 15 years of expertise. Builder, practitioner, leader—pioneering multiple ERP implementations and data solutions. Catalyst behind a 6% gross margin improvement with a sub-90-day IPO at Root insurance, powered by his vision & platform. Having held virtually every role from accountant to finance systems to finance exec, he brings a rare and noteworthy perspective in rethinking the finance tooling landscape.
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