Susan Confort

Tightening margins, regulatory pressure, legacy systems and manual processes - these challenges are holding many Credit Unions back from strategic growth.  Download our free guide and discover how forward-thinking CFOs are transforming finance - from a back-office function to a strategic driver. The eBook covers practical steps to ensure you stay competitive, how to improve data management and automate key financial processes. Download the eBook: https://bit.ly/43r2ixX

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I recently spoke with Lucinda Shen at Axios about how Thomson Reuters is shaping the future for professionals.    Our ‘build, partner, buy’ strategy is not just a framework; it's how we relentlessly deliver value to our customers. By combining advanced technologies with our proprietary content, deep industry expertise, and the unmatched capabilities of our AI, we are accelerating innovation where it matters most.    Every acquisition, every partnership, and every product we build is driven by a single focus – empowering professionals to work smarter, move faster, and make decisions with confidence.    Thanks for the conversation, Lucinda: https://lnkd.in/gGM_xPrb

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Michael Rasmussen's latest post The TPRM Platform I Would Demand nails it. "A single pane of glass is the antidote: one operational view where every stakeholder sees the same intelligence, metrics, and action paths." I couldn't agree more. Real risk lives in the extended enterprise, where contracts, invoices, payments, master-data mistakes, overlapping supplier relationships and outright fraud collide with sourcing, operations and the P&L. "A robust platform must quantify: - Efficiency gains from automation and process alignment. - Risk avoidance from better supplier decisions. - Financial recovery from fraud prevention and overpayment detection. - Brand protection from integrity and compliance assurance. The ROI is real—and measurable." https://lnkd.in/gB_iQSxZ

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593%. That’s how much Persistent’s brand value has grown since 2020. Numbers like that invite celebration. But they’re more interesting as signals. Signals of what happens when a brand stays relevant as the market changes. Over the last few years, enterprise expectations shifted quickly. AI moved from experimentation to real accountability. From pilots to pressure. From promise to production. Brands that kept pace did so by helping customers navigate that shift with confidence. That’s where Persistent focused. On relevance over reach. On showing up when new technology had to work in the real world. What Brand Finance is recognizing is not a single moment. It’s the compounding effect of relevance, built over time. As AI becomes part of how enterprises operate, that relevance will matter even more. And that’s the work that continues. #ProudlyPersistent #BrandFinance #ReAImaginingTheWorld

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Last week, I sat in on a client renewal meeting where one simple change flipped the entire conversation. Instead of starting with numbers, the business consultant started with impact stories: 👉 how the client’s listings outperformed the market 👉 how their brand visibility doubled 👉 how their agents closed deals faster By the time pricing came up, the client wasn’t debating cost. They were talking about value. 💡 In customer success, numbers close contracts, but stories and trust drive renewals and growth. #ClientSuccess #revenuegrowth #clientexperience

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Why does it feel like CMO and CRO roles are a revolving door at organizations, and the average tenure in these roles keeps shrinking? At a Pavilion ATL event this week, the panel tackled this question, and one theme stood out: 👉 Misalignment between the GTM leader and the CEO From the marketing side, especially in this economy, it’s tempting to talk your way into a role that seems great but isn’t the right fit....wrong stage, wrong industry, or (most often) wrong expectations around marketing. Some of the common misalignments around expectations include: 🎨 A CMO expects to own pipeline generation, but the CEO sees marketing as 'arts & crafts', as Kristen H. Rachels said 📈 The CEO speaks business metrics: ARR, CAC, and expansion, but the CMO talks about MQLs, brand initiatives, and isn't metrics-oriented around revenue 💰 The CMO gets hired because they spike high in PMM, but they don't have expertise in how to run the other marketing functions & they fail at operating as a full-funnel, revenue-focused CMO that's keeping costs under control 🛑 Bottom line: Margaret Wise suggests you do your due diligence in a job search like you’re acquiring the company: ask to see ALL the numbers from the last 6-8 quarters, dig into GRR trends, talk to customers, etc And if the CEO isn’t willing to open the books or have those deeper conversations? That might be your brightest orange flag. Thanks to Anil Yasyerli and Arpan Jhaveri for organizing this event and to Jeff Perkins, Kristen H. Rachels, and Roger Bigio for the engaging panel discussion!

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CMOs are no longer just influencing growth—they’re on the line for creating it like never before. The new IBM Institute for Business Value 2025 CMO Study outlines five growth moves every leader needs to know—and the data behind why they work. This report is not written to offer comfortable truths or incremental improvements. It reveals five transformational moves that can separate organizations built to win from those designed to disappoint. The choice between futures will determine which marketing organizations are truly delivering what the business requires when the moment of truth arrives. At IBM, we believe you should give your big ideas the spot-on execution they deserve. I hope you use this report to get started. To view the full study, see the link in my comments. 

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Legacy orchestration was built for predictability, but today, continuous change is the baseline. Automation Anywhere’s Agentic Process Automation (APA) System adapts, reasons, and scales so you can orchestrate outcomes, not just workflows. Learn more: https://bit.ly/3J6HbuC

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Microsoft's Women in Manufacturing community is launching a new free online series called Manufacturing Latest Trends, and we’re excited to kick things off tomorrow, December 4, with a fireside chat featuring Ulrich Homann, CVP and Distinguished Architect at Microsoft, about emerging trends in Manufacturing. Uli will share where the industry is headed next, covering four key shifts shaping the future of Manufacturing: intermittently connected factories, AI-native automation, standardized industrial data, and open & interoperable platforms. The session will wrap with an open Q&A so you can bring your questions and join the conversation. Hope you can join! 📅 Date: Thursday, December 4, 2025 ⏰ Time: 8:00 AM PST / 5:00 PM CET 👉 Sign up here to join the session: https://lnkd.in/gmmnd6YV

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Millennials (yes, I’m one of them and I'm sorry we brought skinny jeans to life) are now the largest group of managers in the U.S. workforce and make up 75% of the global workforce! As this workforce evolves, we bring a unique set of attributes and challenges: ✅ We started our careers during the 2008 financial crisis when the job market was questionable and we had no idea how to make it!  ✅ We have the highest rate of job hopping — unintentionally making it the new norm ... however it looks like the era of 'gig' working is coming to an end with many preferring stable standard full time employment. ✅ We often work more than 40 hours a week, with 25% working well over 50 hours and beyond! (lunch break... what??) ✅ We’re rarely satisfied with just a “job”; we seek purpose and meaning to feel engaged.  ✅ Only 6% of millennials aspire to traditional leadership roles — a potential pipeline concern for companies soon to come. ⚠️ ✅ Flexibility and work-life balance are our top priorities; remote work is our expectation. But don’t worry — we’re committed and productive, even with these preferences.  ✅ We also experience the highest burnout rates, stress, and anxiety related to work — yet this generation is poised to lead the workforce!  ✅ And we’re rewriting the leadership playbook — leading with empathy, mentorship, coaching, development, and understanding are core to how we operate. ✨ Adding to this, by 2025, Generation Z will comprise nearly 27% of the labor force, which will continue shaping workplace expectations and leadership styles. ✨ Studies show remote workers can be 13% more productive (Stanford), and a significant 77% of millennials prioritize company culture and values over salary alone. How much of this resonates with my fellow millennials? Do you see these traits reflected in your workforce? According to a recent study by #Deloitte (see the attached survey), one of the most concerning issues is the overwhelming lack of motivation to pursue leadership roles. Yet, humility and empathy remain key qualities of strong leaders. https://lnkd.in/gxk4-QPD For those of you in positions to influence, are your organizations actively teaching employees how to lead? Do you have intentional leadership development programs that emphasize people leadership — not just business outcomes? It’s shocking how rare this is, and with these statistics, it’s clear that investing in leadership development is more essential than ever. Let’s start the conversation - I'm super curious, how are you adapting to this evolving workforce? #personalthoughts #millenials #leadership #culture

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When it comes time for me to hang up my corporate "cleats", there won't be much fanfare. And to be clear, I believe there are many eras remaining in Nick Mehta's catalog. The truth is, probably the most notable item on my professional resume is "Nick can make him cry in a single text - usually in a good way." I had the opportunity to work closely with Nick, including one year working directly for him as part of the executive leadership team. While someday there will be books written about Nick's impact on leadership and industry, today I'll share a few things accelerated my growth: 1. You can't ask your team to do things you won't do: On my weekly updates to Nick, one of the topics was - Which customers did you meet with this week, what were the topics, and what are you going to do about it? "I'm the SVP of Services, I don't have time to meet with customers all week!" But you know who did? Nick! Dozens of them. So I did, more and more. Happy ones, mad ones, all sorts. I learned why that mattered and why being close to the customer matters for executives. 2. Authenticity is a superpower: When I joined Gainsight, I assumed Nick's persona was a publicity stunt, and internally he was...well.. a CEO. I assure you there is only one Nick (there might be a second Nick, but more on that in a minute.) He's embraced what I call the velcro approach, putting out as many hooks into the world for people to latch onto what he is passionate about. This is vulnerability in its most raw form, and I decided early to lean in. My teams (even at a new company) know way more about me than they ever bargained for, but I'm asking them to make big changes and people want to follow people they trust. 3. Abundance Mentality: This one was/is hard for me, but no one does this better than Nick. Ping Nick on Linkedin? He responds. A junior teammate wants to ask a question? Nick jumps on a call. A customer who churned wants a job referral? Guess who? This is that second Nick from above - same energy, but somehow responding quickly (in seconds) and helping everyone. This one is a massive career accelerator - be responsive when others take days. Help others whom you don't know how they can help you back.

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