When Kate Bueker first left the world of investment banking for a corporate finance role, she was ready to savor the fabled congruity that a business finance career often offers.
“I felt that what would be more interesting and motivating to me would be more consistent,” recalls Bueker, who shortly after joining Akamai Technologies in 2007 became the first business finance executive to become “embedded” with the technology company’s network team.
“At the time, Akamai’s cost of goods sold—which was mostly their network costs—was growing faster than revenue, so the CFO at the time asked me if I could like figure out what was going on, or ‘what was driving this,’” explains Bueker, who reports that she and her team quickly zeroed-in on the company’s spiraling co-location costs, the fees being paid to operate the physical facilities that housed the company’s network servers.
“We worked together on an operational change that would basically rebuild the existing co-location facilities and free up capacity from within the space that we were already paying for—and it ended up that we did not add another dollar of co-location fees for the 2 years following this change,” comments Bueker, whose nine different future business partnering activities at Akamai ended up involving both the product engineering and go-to-market sides of the business.
“What makes these different parts of the organization successful is a bit different—and the personalities and perspectives are a bit different—so the holistic view was something that became increasingly valuable to me,” remarks Bueker, who today assumes a similar vantage point when reflecting back on the personalities and perspectives that once populated her investment banking days.
“As with many roles, over time mine transitioned to one that determined more by relationship management and sales,” observes Bueker, who notes that she came to realize that while she excelled at financial analysis and the negotiation aspects of being an investment banker, she was not always “a comfortable salesperson.”
Says Bueker: “I think that the irony of the whole thing is that as you get more senior in your career, your success is more about partnering across the business and influencing people outside of your core area, which—when you step back and think about it—is really sales after all.” –Jack Sweeney
