Figma's CFO learned that spreadsheets alone don't build alignment. To truly influence fellow executives, you must understand their internal motivations, frame problems from their perspective, and then use data to support that shared understanding.
At Figma, most executives are in their seat for the first time. This creates a unique advantage: no one can "copy and paste" playbooks from previous roles. It forces first-principles thinking and establishes a shared expectation that every leader will be deep in the details.
Instead of just asking peer CFOs for solutions, Figma's CFO provides deep business context. This transforms the relationship from a simple Q&A into a collaborative thought partnership, creating a personal "internal board" of trusted advisors for nuanced problem-solving.
A good CFO reports the numbers. An extraordinary CFO has the intellectual curiosity to ask second and third-order questions, transforming the finance function from a "traffic cop" into a strategic arm that deeply understands and influences the unique drivers of the business.
Figma's CFO measures his team's success not by forecast accuracy, but by whether other departments view them as creative problem-solvers. The goal is to be seen as a business accelerant that others want to involve, rather than a "go/no-go police" to be avoided.
When Figma's COO left, CFO Praveer Melwani viewed the operational void not as a crisis, but as a chance to learn. He volunteered for unfamiliar functions like legal and sales ops, accelerating his development by hiring experts and managing areas beyond his experience.
Figma intentionally lowered its gross margin from 90%+ to 86% to invest in serving AI products. The CFO argues that post-AI, the market opportunity has multiplied, justifying a more aggressive investment strategy and a departure from previous financial guardrails to win.
First-time executives lack the baggage of "how things are usually done." This forces them to solve problems from scratch using first principles, which can lead to more innovative, context-specific solutions for the company, as Figma's CFO Praveer Melwani experienced.
Working with Figma's CEO for over nine years built a level of trust where good intent is always assumed. This foundation eliminates politics, enables extremely candid feedback, and affords the executive the luxury to operate with high autonomy, knowing when to pull the founder in.
Figma's CFO Praveer Melwani left stable, high-growth companies because he realized he wanted the empowerment to make decisions, not just replicate a successful growth story. High-potential employees are often motivated more by autonomy and impact than stability.
Figma's CFO advises against premature "public-ready" processes. Introducing heavy compliance and audit functions too early adds unnecessary drag. The right time to start is when going public feels like an "inevitable outcome," ensuring the operational burden aligns with business reality.
Figma avoids "fast one" hires by engaging candidates for extended periods (9+ months). They provide deep, transparent access, even sharing raw data from Salesforce, to ensure the executive fully understands the company's challenges before joining, leading to better long-term fit.