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One of Brett White\u2019s first assignments as a CFO was also one of his toughest. Back in 2001, with 10 years of career-building at Oracle Corp. behind him, White recalls eagerly stepping into his first CFO role\u2013only to be handed a less than exhilarating task.

During a meeting in his first week on the job, White was welcomed by the CEO, who then asked him to pull together and execute a plan to eliminate one-third of the company\u2019s workforce, or roughly 850 employees.

\u201cIt was a palm-to-the-forehead moment,\u201d says White. \u201cI realized that this was just not crunching numbers, and that the decisions that were required to be made would have an enormous impact on people\u2019s lives.\u201d

Fifteen years and four CFO tours of duty later, White received a call from a recruiter regarding a health and wellness business located down the coast.

\u201cThe business was a recurring revenue model and SaaS business, so it meant no more of this end-of-quarter fingernail-chewing stuff. It was all highly recurring with a group of A-list investors,\u201d adds White, who arrived in Mindbody\u2019s CFO office in 2016.

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