In January 2020, most finance leaders saw ASC 606 as a closed chapter. However, for Braze’s newly appointed CFO, Isabelle Winkles, the revenue recognition standard became front and center. While ASC 606 was merely a speedbump for seasoned professionals—especially for a 25-year finance veteran like Winkles—it posed a notable challenge within Braze. Many employees had never worked at a public company that had adopted the standard, making it a crucial area where alignment and understanding were essential.
Winkles recognized that her role wasn’t just about managing finances—it was about educating and aligning teams across the organization. She knew that technical rules alone wouldn’t resonate with the sales team. Instead, she framed the conversation around tangible business impacts: “You have to explain to the sales team, ‘Hey guys, if we start giving people too much time to pay, this is going to change our financial profile, and we will be valued differently by the market as a result.’”
By connecting financial nuances with outcomes that mattered—like market valuation and compensation—Winkles ensured her message landed. “And you start explaining that to people,” she added, “and they say, ‘Oh, okay, so this will change the stock price valuation ultimately, and that impacts my compensation.’”
For Winkles, the key wasn’t just mastering technical details but crafting a message the broader organization could digest and act upon. Success came from engaging teams across functions, fostering alignment, and ensuring every part of the organization understood the financial implications of their actions.
