SaaS Clients and Providers Rethinking Data Security after NSA Leaks

In his role as vice president of finance and corporate controller at Talari Networks in San Jose, California, Robert Colaizzi relies on his Software as a Service (SaaS) expertise to support business processes such as sales forecasting and financial reporting. Now that companies are more aware of the potential for their data to be viewed by the government, SaaS experts like Robert Colaizzi are being challenged to rethink some business practices to ensure that their data security needs are met.

Despite the fact that many SaaS and cloud computing providers have asserted that they do not allow the National Security Agency or other organizations direct access to their databases, recent events have shown that government agencies have the ability to access more data than previously thought. Federal authorities also can demand data access and place businesses under gag orders so that their clients are unaware that their data has been compromised.

To start to address the problem, many IT experts have recommended that businesses categorize their data files into high, medium, and low sensitivity groupings. Those files that are labeled low sensitivity can be stored in a third-party cloud, while high-sensitivity data should be encrypted and stored on local servers to reduce the possibility of a data breach. Fortunately, most SaaS applications can be designed to work across a variety of data access paths.


Robert Colaizzi and the Benefits of Enterprise Resource Planning

As a winner of the Chief Financial Officer Award from Oracle Corporation, Robert Colaizzi has demonstrated excellence in many corporate pursuits. Based now in San Jose, and formerly in San Francisco, Robert Colaizzi brings advanced financial solutions to Adobe Systems-(EchoSign)as an expert in enterprise resource planning (ERP).

ERP is a concept with various meanings in different fields. However all definitions offer a similar theme, that ERP has the capability of unified communication across various business divisions. An ERP system database might share information among human resources, accounting, inventory, and ordering.

With this program, sales orders can be entered automatically, reducing the possibility of human error and allowing faster order fulfillment. In turn, the finance department would be able to record the sale more quickly. An ERP system also permits employees to track key measures of the business’s performance. Other advantages of ERP include an improved ability to comply with financial regulations and automation of processes, such as order-to-fulfillment. ERP facilitates a company-wide view and provides a strategic perspective that can expose potential problems, and needed improvements. Finally, an ERP improves customer service by offering a single source of information for product inquiries and billing.

What is Technical Accounting?

A corporate finance executive based in the San Francisco Bay Area, Robert Colaizzi has served as a senior financial director or chief financial officer at several successful technology companies, including Oracle Corporation,PeopleSoft, BEA SYstems, Nuance, Postini (sold to Google), and Talari Networks. Today, Robert Colaizzi consults as a CFO with emerging technology companies on financial planning, forecasting, corporate governance, and other areas of operations. He also offers significant technical accounting experience.

Technical accounting, also known as bookkeeping, refers to the activities and skills related to account transaction processing. This includes the day-to-day maintenance of sales, receipts, and payments made by an organization or individual. Technical accountants possess a strong understanding of generally accepted accounting principles (GAAP) and how this standard framework supports business and organizational operations. They also excel in using accounting databases to perform research.

Technical accountants must possess strong familiarity with spreadsheet software and with the various bookkeeping approaches, including single and double entry systems. Technical accounting also involves reviewing the work of subordinates to identify any errors or inconsistencies.

An Overview of IPO Readiness and Related Challenges

An accomplished finance executive, Robert Colaizzi has directed financial operations at several leading San Francisco Bay Area companies in the technology sector. Robert Colaizzi possesses a background in driving growth and acquiring funding for providers of enterprise software, software-as-a-service (SaaS), Internet and cloud-based technologies, and network solutions. His experience also includes preparing companies for IPOs.Launching a successful initial public offering (IPO) takes time and requires extensive research and strategy. Financial officers must constantly evaluate the market and develop and revise their IPO plans appropriately. Furthermore, what seems like favorable market conditions for an IPO launch may become volatile in a short period. As a result, careful pre-IPO planning and timing are of the utmost importance.

Challenges arise throughout the process of staging an IPO. For example, during planning, private companies must create compelling launch strategies while also developing alternative exit plans should market conditions change. The company needs to have a strong executive team backed by experienced advisors, and implement the appropriate finance/accounting controls and operational policies to achieve regulatory compliance. Maintaining good relationships with investors is important before, during, and after the IPO as well. A well-executed IPO “road show” is part of this—senior management must be able to clearly and consistently articulate the company’s value to investors and address challenges and doubts head-on.

General Approaches for Growing Shareholder Value

Results-driven executive Robert Colaizzi began leading accounting and finance operations at Silicon Valley software and technology developers in the late 1980s. Over the years, Robert Colaizzi has established a successful record of driving revenues and shareholder value and architecting tech company sales and acquisitions. He currently serves as an independent consultant to public and private companies in the emerging technology sector.

Creating long-term value for shareholders requires a sustainable approach that addresses the needs of clients and stakeholders alike and builds vital partnerships with employees and suppliers. Executive leaders who develop holistic long-term value-building strategies often achieve the most success.

To sustainably grow shareholder returns, executive teams should consider a number of different approaches. These approaches include improving gross profits by building stronger relationships with cost-effective suppliers; fostering an environment of increased productivity and efficiency; and/or lowering capital costs by repositioning optimizing the use of assets and the building of high-performance teams. However, most business development officers recommend increasing shareholder value through revenue growth. The revenue-building approach offers a number of different options and avenues, such as leveraging existing capabilities to create new products and enter new markets, joint -ventures and/or better aligning adjacent operations (such as manufacturing and distribution) with the business’s core activities.

Social Media Usage in Investor Relations Management

Executive financial officer Robert Colaizzi lives and works in the San Francisco Bay Area, where he has directed financial operations for multimillion- and multibillion-dollar private and public companies. Over the last 20 years, Robert Colaizzi has overseen mergers and acquisitions, initial public offerings, and financial planning for several technology companies. As an experienced investor relations (IR) manager, Mr. Colaizzi stays ahead of new developments in this field.

With the Securities and Exchange Commission’s ruling that public companies may release investor information via social media within the parameters of Regulation Fair Disclosure, some IR professionals are integrating, or considering incorporating, social media within their larger strategies. In early 2013, the SEC announced that public companies may utilize Facebook, Twitter, and similar services to disclose information as long as they alert their investors regarding which social media platforms they plan to use.

In June 2013, the National Investor Relations Institute and Corbin Perception released a study examining social media usage in corporate IR activities. Their findings indicated that some 72 percent of IR officers do not employ social media techniques; however, nearly half (49 percent) of those professionals plan to reassess this strategy within the next year. Their main reason for not incorporating social media into any IR plan included a lack of interest among their investor bases.