BROADCASTS.com

Nearly 20 years later, CFO Trent York tells us that he can still hear the finance executive\u2019s exact words.

\u201cTrent, I don\u2019t need you tell me how\xa0not\xa0to do something\u2014I need you to help me to figure out how to work through the issue and what needs to be addressed in order for us to be able to expand,\u201d recalls York, placing just enough emphasis on the word \u201cnot\u201d to expose a degree of anxiety that still lingers.

At the time, York was a newbie controller for Golfsmith, an Austin, TX\u2013based golf specialty retailer that in the 2000s was opening dozens of stores annually as golf enjoyed newfound popularity nationally amidst the Tiger Woods boom.\xa0

\u201cWe went from 20 retail stores at the time I joined to close to 80, and we actually took it public, so this was really a build-and-scale moment that was quite exciting,\u201d explains York, who advanced into the vice president of finance role as the golf retailer began to prepare for a public offering that ultimately debuted on NASDAQ (symbol: GOLF) in June 2006.

Beyond gainful employment and resume enrichment, Golfsmith provided York with a series of \u201cbuild-and-scale\u201d moments of insight that allowed him to confidently step into yet another fast-growing Austin phenom of the 2000s, HomeAway.

\u201cHomeAway was about scale. There was meaningful organic growth, and we were very acquisitive along the way, too, because the market that we were looking to bring together was fragmented,\u201d remembers York, who would spend 13 years at the company and enter the CFO office a year after its sale to Expedia Group in 2015. Later, HomeAway was rebranded\xa0as part of VRBO.

\u201cFollowing the sale, we pivoted our entire business model from being subscription-based to being transaction-driven, which was really more aligned with the marketplace\u2014and to pivot like this was not an easy thing to do,\u201d reports York, who adds that his lesson or takeaway from \u201cthe pivot\u201d was coming to understand how making complex tasks simple could help an organization to achieve greater agility. \xa0

Says York: \u201cThe ability to be agile or stay fluid within a changing environment\u2014and to drive through it\u2014comes back to keeping things simple.\u201d \u2013Jack Sweeney

\xa0

• Leave rating & review\xa0\xa0
• Signup for our Newsletter

GET MORE:\xa0Order now\xa0The CFO Yearbook, 2021\xa0

\xa0

\xa0