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It sounds counterintuitive, but the best big men in basketball succeed less on size than they do on finesse and footwork. NBA Hall of Famer Tim Duncan\u2019s right-foot jab created the space that he needed to sink his patented bank shot or fire a pass to an open teammate. The same holds true for data-driven CFOs who partner with founder CEOs in technology start-ups.

CallRail CFO Jim Morgan began his professional career by pivoting from Goldman Sachs to a 100-employee, venture-backed start-up in early 2000. Once there, he immediately helped to pivot the marketing-technology company\u2019s business model in response to the looming dotcom crash. Since then, Morgan\u2014a former center who co-captained Stanford University\u2019s hoops team in the early \u201990s\u2014has served as CFO at a succession of venture- and private-equity backed high-growth companies.

\u201cI love working with the entrepreneurs,\u201d Morgan notes, \u201cand I\u2019ve learned that the CFO has a highly unique value prop to offer by facilitating the processes and scale needed to build a company from an idea.\u201d

Besides scaling operations through detailed design and planning, Morgan\u2019s facilitation takes the form of financial planning and analysis, M&A transactions, equity and debt fund-raising, board and investor relations, capital management, and more. He starts each day at marketing platform software developer CallRail by\xa0poring over revenue, product, and customer metrics on his morning dashboard, a tool that he continually finesses.

\u201cThere\u2019s so much data in most organizations,\u201d Morgan adds. \u201cA huge part of the CFO\u2019s role is to identify which data really matter so that you can elevate two or three next-level metrics.\u201d