When asked to share a single career chapter that has influenced her strategic mind-set as a finance leader, Synopsys CFO Shelagh Glaser knew exactly what to cite.
She described a period that had unfolded during her 29 years at Intel Corp., when—seemingly overnight—consumer appetite for tablets had begun to upend Intel's enduring PC chips business. The initial response within the company was one of denial, she explains. Certain voices could be heard saying, "This isn't really happening" or "These tablets are just toys; we build real computers."
According to Glaser, the initial reaction was akin to one the five stages of grief. However, stepping back revealed the stark reality that Intel had seemingly lost about a third of its market overnight, which translated to a dramatic 100 million units. This pivotal moment demanded urgent action and set the stage for a string of days and nights that would expose to Glaser the critical alignment required between crisis management and swift strategic decision-making.
"We needed to be able to describe the situation to people very quickly and answer the important question, 'What does this mean for me?,'" explains Glaser, who notes that Intel thereupon executed a 25% reduction in investment and workforce, understanding that immediate action was crucial to stabilize the business. This was followed by a strategic refocus on key growth segments, such as business professionals and gamers, which ultimately revitalized Intel's PC division. This experience embedded in Glaser the importance of making quick, informed decisions during crises, a principle she has carried into her role as CFO at Synopsys.
At her present firm, Glaser applies this strategic mind-set by emphasizing efficient resource allocation and aligning investments with long-term goals. The approach she tell us ensures that every dollar spent is directly tied to strategic objectives, which fosters a culture of strategic finance that drives sustainable growth.
Moreover, her tenure at Synopsys has underscored her commitment to clear communication and investor relations. Recognizing the complexity in how the business was being presented, she revamped segment reporting to clarify the company’s diverse operations. This transparency has improved investor understanding and aligned internal focus on critical metrics.
CFO THOUGHT LEADER