On April 9th, I moderated “Buy, Sell, Hold: What Survives the AI Era?” at the Abacum Summit.
We tackled a simple question: What parts of finance are actually worth keeping — and what needs to go?
Alongside Chris Brubaker (Postscript), Fraser Hopper (PostHog) and Tania Secor (Stamford Health), we turned it into a live, audience-voted debate on what modern finance teams should buy into, sell off or hold on to as AI reshapes the function.
If you couldn’t make it to Gotham Hall, the full session is now available on demand.
Jesse Plemons with one of the all time performances, and pricing seminars, in Game Night.
“3 for 1? How can that be profitable for Frito Lay?”
In my first year as CFO, I only saw the sticker price. Nothing else existed.
Just…get…the price…down.
Since then I’ve learned all the fun levers and areas around the margins to press on during a negotiation. And I find there’s better luck in moving these.
Why?
Incentives.
The rep and their manager are usually measured around the annual contract amount. The stuff outside of that is more malleable.
Here’s a checklist of non pricing terms you should go through before signing any contract:
Payment Terms:
Extending payment periods (e.g., net 30 to either net 60 or 90 days)
Splitting payments into installments
Modifying timing for payment in arrears vs payment on order
Service Level Agreements (SLAs):
Specifying response and resolution times for issues
Guaranteeing uptime percentages for software or services
Increasing penalties for failing to meet SLA standards
Contract Length and Renewal Options:
Extending or shortening the typical contract duration (e.g., getting an 18 month term instead of 12 or 24)
Removing any auto price increases
Pushing the window for renewal notification out further so you have longer to evaluate success
Customization and Flexibility:
Adding developer or professional services hours for customization of products or services
Flexing package sizes if you buying software to reduce shelf ware (e.g., ability to purchase 20 vs the typically required 25 seats per package)
Including easy options for upgrades and downgrades mid contract
Support and Training:
Including training sessions for staff on new systems or products
Providing access to dedicated support teams or account managers
Adding additional on site support hours
Confidentiality and Data Security:
Setting stricter terms for data protection and confidentiality
Defining responsibilities in case of data breaches
Specifying data ownership and access rights
Cancellation and Termination Clauses:
Broadening the conditions under which the contract can be canceled
Adding grace periods or flexing notice requirements for termination
Removing penalties for cancellation
Dispute Resolution:
Making jurisdiction and applicable law for any legal proceedings on your home state soil
Defining methods for resolving disputes, such as arbitration or mediation
Requiring the other party to pay for your legal fees
If I were to just pick three, I’d hammer on Payment Terms to optimize your cash flow, Support and Training so you get the most value out of the product during the term, and Dispute Resolution to ensure you go to court in your local area (or a buyer friendly arena) in case anything goes wrong. I kind of think of those as safeguarding the beginning, middle, and end of the product lifecycle.
Thanks for reading, and make sure to check out our sponsor, Abacum.
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