51:I[71237,["/_next/static/immutable/chunks/2ossg4lizntx3.js","/_next/static/immutable/chunks/0xqjuqtzf1ccm.js","/_next/static/immutable/chunks/21b7o-3yclglo.js","/_next/static/immutable/chunks/0_1h0zmcy0m32.js"],"default"] 52:T587,

Alex is the Co-founder and CEO of Upflow, where he leads the company’s mission to revolutionize how B2B businesses manage their cash flow. Backed by top-tier investors like Hedosophia, YCombinator, Hexa, and Lorimer Ventures, with more than $25m in funding to date, he is a strong advocate for financial transparency and operational excellence, bringing a founder’s perspective to the biggest challenges and opportunities in modern revenue management.

Alex developed Upflow’s widely recognized “5 Maturity Stages of Cash Collection” framework, a model that has helped hundreds of companies build scalable and efficient finance operations. He also co-hosts The Growth-Minded CFO podcast, where he engages with finance and business leaders on innovative approaches to financial leadership. His thought leadership explores the intersection of business strategy, financial discipline, and organizational growth.

As a regular contributor to Upflow’s blog, Alex shares insights on leadership, scaling SaaS businesses, and the future of B2B finance. His writing helps founders, CFOs, and revenue leaders make smarter decisions and build financially resilient companies.

Follow Alex on LinkedIn

53:T44d,

About the Author

Côme is the Director of Financial Services at Upflow, where he leads the development of cutting-edge solutions at the intersection of technology, finance, and customer experience. He plays a key role in shaping the vision and execution of Payments by Upflow, Upflow’s next-generation B2B payment platform.

At Upflow, Côme focuses on delivering frictionless, secure, and intuitive payment experiences that bring the best of B2C e-commerce to B2B transactions. From modern payment infrastructure to AR financing, his work helps finance teams streamline collections, enhance customer satisfaction, and unlock greater cash flow efficiency.

Known for his insights into fintech innovation, payment optimization, and regulatory navigation, Côme is a regular contributor to Upflow’s blog. He shares expert perspectives on how finance teams can use modern tools to enhance cash flow, improve customer experiences, and future-proof their payment operations.

54:T587,

Follow Alex on LinkedIn

55:T587,

Follow Alex on LinkedIn

56:Tc76,

Company strategy☑️
Look up to the company strategy. Ensure you’re aligned with your manager or the founders on the company direction for the upcoming quarters.

Objectives☑️
Write no more than 3 objectives for your team this quarter. They are the directions, they should be clear and inspirational, and drive the company forward in its strategy. And remember: start with an action verb, and be understood.O1 — Write your objective (start with an action verb)O2 — Write your objective (start with an action verb)O3 — Write your objective (start with an action verb)

Strategic context☑️
Provide strategic context behind each objective. Why will your team work on this? Why is this important and aligned with the company strategy? Write 2-3 lines.O1 — Copy your objective from aboveStrategic context — Provide strategic context to this objective here (2-3 lines)O2 — Copy your objective from aboveStrategic context — Provide strategic context to this objective here (2-3 lines)O3 — Copy your objective from aboveStrategic context — Provide strategic context to this objective here (2-3 lines)

Key results☑️
Now start writing your team’s key resultsO1 — Copy your objective from aboveStrategic context — Copy your strategic context from aboveO2 — Copy your objective from above…

Test & Correct
Finally, pass this test. It will help you double-check that all the best practices are applied. Take a moment to go through each checkbox, and re-read your OKR proposition above. Tick it when you feel they are true.

I made sure to understand the company’s current strategy for the upcoming quarters

☑️ I have no more than 3 objectives

☑️ The objectives I drafted start with an action verb

☑️ The objectives I drafted are understandable by someone far from my department

☑️ The objectives I drafted are to me the highest priorities of my team for the next quarter

☑️ Each of the objectives I drafted has attached 2-3 lines of strategic context, explaining why they are important in light of the company strategy

☑️ These elements of strategic contexts are understandable by someone far from my department

☑️ I have no more than 5 key results per objective

☑️ Each of the KR I drafted does not describe the business-as-usual, they highlight the positive and important changes we will be making from our current situation

☑️ Each of the KR I drafted is black-or-white, it is easy/unequivocal to evaluate their completion at the end of the quarter

☑️ Each of the KR I drafted starts with an action verb

☑️ Each of the KR I drafted is understandable by someone far from my department

☑️ Each of the KR I drafted has an owner

☑️ Each of the KR I drafted has a due date, carefully chosen to build anticipation in my team rhythmics

☑️ Each of the KR I drafted has a type clearly identified (discovery, input, output, outcome)

57:T13bc,

For reference, here is the latest version of the template:

Company strategy

☑️ Look up to the company strategy. Ensure you’re aligned with your manager or the founders on the company direction for the upcoming quarters.

Objectives

☑️ Write no more than 3 objectives for your team this quarter. They are the directions, they should be clear and inspirational, and drive the company forward in its strategy. And remember: start with an action verb, and be understood.

O1 — Write your objective (start with an action verb)

O2 — Write your objective (start with an action verb)

O3 — Write your objective (start with an action verb)

Strategic context

☑️ Provide strategic context behind each objective. Why will your team work on this? Why is this important and aligned with the company strategy? Write 2-3 lines.

☑️ Point each of your team objectives toward one of our company objectives.

O1 — Copy your objective from above

Strategic context — Provide strategic context to this objective here (2-3 lines)

Supported company objective — Pick and paste one of our company objectives.

O2 — Copy your objective from above

Strategic context — Provide strategic context to this objective here (2-3 lines)

Supported company objective — Pick and paste one of our company objectives.

O3 — Copy your objective from above

Strategic context — Provide strategic context to this objective here (2-3 lines)

Supported company objective — Pick and paste one of our company objectives.

Key results

☑️ Now start writing your team’s key results

They are the milestones to reach, on the road to the objective (write from 2 to 5 KR per O)
They don’t describe the business-as-usual, write them as changes and improvements to our current situation, not a way to persist or maintain it
They are black-or-white, measurable, unequivocal: easy to identify as complete or incomplete
They have an owner and a due date carefully chosen to build anticipation in your team rhythmics
They can be of different types, identify it
And remember: start with an action verb, and be understood

O1 — Copy your objective from above

Strategic context — Copy your strategic context from above

Supported company objective — Copy the associated company objective from above

KR 1, ADD TYPE — Write your KR here (start with a verb, be specific, not business-as-usual), by DUE DATE — OWNER
KR 2, ADD TYPE — Write your KR here (start with a verb, be specific, not business-as-usual), by DUE DATE — OWNER
KR 3, ADD TYPE — Write your KR here (start with a verb, be specific, not business-as-usual), by DUE DATE — OWNER
add 1-2 more if needed

O2 — Copy your objective from above

Test & Correct

Finally, pass this test. It will help you double-check that all the best practices are applied. Take a moment to go through each checkbox, and re-read your OKR proposition above. Tick it when you feel they are true.

☑️ I made sure to understand the company’s current strategy for the upcoming quarters

☑️ I have no more than 3 objectives

☑️ The objectives I drafted are associated with one of our company objectives

☑️ The objectives I drafted start with an action verb

☑️ The objectives I drafted are understandable by someone far from my department

☑️ The objectives I drafted are to me the highest priorities of my team for the next quarter

☑️ Each of the objectives I drafted has attached 2-3 lines of strategic context, explaining why they are important in light of the company strategy

☑️ These elements of strategic contexts are understandable by someone far from my department

☑️ I have no more than 5 key results per objective

☑️ Each of the KR I drafted does not describe the business-as-usual, they highlight the positive and important changes we will be making from our current situation

☑️ Each of the KR I drafted is black-or-white, it is easy/unequivocal to evaluate their completion at the end of the quarter

☑️ Each of the KR I drafted starts with an action verb

☑️ Each of the KR I drafted is understandable by someone far from my department

☑️ Each of the KR I drafted has an owner

☑️ Each of the KR I drafted has a due date, carefully chosen to build anticipation in my team rhythmics

☑️ Each of the KR I drafted has a type clearly identified (discovery, input, output, outcome)

☑️ I anticipated the dependencies of my OKRs with other teams and discussed them explicitly with my peers. I am positive I will have the support I need from other teams to succeed.

58:T415,

About the Author

Aashima Lamba is the Marketing Director at Upflow, where she leads the company’s global growth initiatives across digital, content, and campaign strategy. With a deep understanding of the SaaS buyer journey and full-funnel marketing, Aashima builds programs that attract, engage, and convert high-intent finance audiences.

At Upflow, she works closely with sales, product, and customer teams to ensure messaging resonates across every touchpoint, from thought leadership to revenue-driving campaigns. Her approach blends data-driven decision-making with creative storytelling to fuel brand awareness, pipeline generation, and customer retention.

With her deep understanding of finance audiences and unique perspective from collaborating across marketing, product, and sales, Aashima creates content that speaks directly to the challenges and goals of modern revenue teams. Her contributions to the Upflow blog turn industry insights into actionable messaging that resonates with finance leaders.

59:T587,

Follow Alex on LinkedIn

5a:T44d,

About the Author

5b:T415,

About the Author

5c:T418,

Upflow’s vision is that B2B payments should be as easy as B2C. Realizing that late payments are a technology problem, not a bad payer problem, its mission is to revolutionize how B2B companies get paid. The company’s strategy to achieve its mission is to start with a SaaS platform for business teams providing analytics and collection workflows before solving this problem through payment and financing. The CEO is Upflow’s face externally, and it is part of his scope to act as a thought leader in the finance space, promoting Upflow at the same time. The Chief of Staff supports him in this duty by reaching out to partners, press or podcast hosts, and chasing high visibility placements. For instance, he helped the CEO attend CFO Connect 2022. He also pushed a CEO’s thought leadership article to a popular media in the European startup ecosystem, Follow Tribes.

5d:T484,"As I joined AB Tasty in its early days, I've had the incredible opportunity to delve deep into its history, culture, and the minds of our CEOs. As the company grows, pleasing everyone becomes harder, and making effective communication vital. I rely on informal chats with employees for valuable insights, guiding our CEOs with top-notch advice. A few years back, I introduced the concept of Stay Interviews within AB Tasty. It's a nifty concept that's gaining traction in the US but is less famous in France for now. Stay Interviews reveal what keeps our team members engaged and areas to focus on. And here's the kicker: the discussions I have with our CEOs, where I spill the beans on all the feedback from the field, play a vital role not only in improving their internal communication but also in making the best decisions. It's all about making sure they address the burning questions employees have on their minds. By keeping the conversation flowing, we create a more cohesive and connected work environment.”5e:T44d,

About the Author

5f:T415,

About the Author

60:T415,

About the Author

61:T587,

Follow Alex on LinkedIn

62:T415,

About the Author

63:T415,

About the Author

64:T415,

About the Author

65:T587,

Follow Alex on LinkedIn

66:T587,

Follow Alex on LinkedIn

6:["$","main",null,{"className":"flex flex-col grow","children":[["$","script",null,{"id":"uf-locale-links","type":"application/json","dangerouslySetInnerHTML":{"__html":"{\"en\":\"/blog/inside-upflow\",\"en-gb\":\"/en-gb/blog/inside-upflow\"}"}}],"$L4f",["$","div",null,{"className":"w-full bg-grayscale-200 py-40","children":["$","div",null,{"id":"search-results","className":"container-page flex scroll-mt-24 flex-col gap-12","children":["$L50",["$","$8",null,{"fallback":["$","$L51",null,{"articles":[{"title":"Upflow MCP Brings AR Data Directly Into Your Favorite AI Tools","description":"Upflow launches MCP Server, bringing accounts receivable data into AI tools. Ask questions, uncover insights, and take action with real-time context.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/04/upflow-mcp.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/upflow-mcp","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alex Louisy","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","description":"$52","position":"Co-founder and CEO of Upflow","slug":"alexandre"}},"acf":{"seo_title":"Upflow MCP Brings AR Data Directly Into Your Favorite AI Tools","seo_description":"Upflow launches MCP Server, bringing accounts receivable data into AI tools. Ask questions, uncover insights, and take action with real-time context.","body":[{"acf_fc_layout":"paragraph","content":"

AI tools like Claude and Copilot are already part of daily workflows for many finance teams. They help write reports, summarize data, and support analysis.

\n"},{"acf_fc_layout":"paragraph","content":"

But when it comes to accounts receivable, there has always been a gap.

\n"},{"acf_fc_layout":"paragraph","content":"

Your data lives inside tools like Upflow. Your reasoning happens inside AI assistants. Until now, you had to switch between both.

\n"},{"acf_fc_layout":"paragraph","content":"

With the launch of the Upflow MCP server, that changes.

\n"},{"acf_fc_layout":"paragraph","content":"

MCP allows AI assistants to securely connect directly to your Upflow data. You can now ask questions in plain English and receive answers grounded in real invoices, real payment behavior, and real customer interactions.

\n"},{"acf_fc_layout":"paragraph","content":"

No exports. No manual reports. No context switching.

\n"},{"acf_fc_layout":"paragraph","content":"

Just answers.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"AI Built the Right Way for Collections","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Accounts receivable is not just about automation. It is about relationships.

\n"},{"acf_fc_layout":"paragraph","content":"

A poorly timed reminder or an incorrect assumption about a customer can damage trust that took years to build. That is why we have taken a deliberate approach to AI at Upflow.

\n"},{"acf_fc_layout":"blockquote","content":"Over the past 18 months, we've been rolling out AI features inside Upflow. Today, more than 70% of our customers use these AI capabilities daily.","name":"Alex Louisy","title":"CEO & Co-Founder","profil_picture":{"ID":12613,"id":12613,"title":"Alex","filename":"7.png","filesize":595529,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","link":"https://upflow-next.vercel.app/blog/authors/matt/attachment/7-4/","alt":"","author":"26","description":"","caption":"","name":"7-4","status":"inherit","uploaded_to":10887,"date":"2026-08-13 08:28:45","modified":"2026-08-17 13:16:15","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":1080,"height":1080,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-768x768.png","medium_large-width":768,"medium_large-height":768,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-1024x1024.png","large-width":1024,"large-height":1024,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","1536x1536-width":1080,"1536x1536-height":1080,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","2048x2048-width":1080,"2048x2048-height":1080}},"company_name":"Upflow","company_logo":{"ID":5817,"id":5817,"title":"Logo Upflow","filename":"Logo-Light.png","filesize":7313,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","link":"https://upflow-next.vercel.app/integrations/api/attachment/logo-light/","alt":"","author":"1","description":"","caption":"","name":"logo-light","status":"inherit","uploaded_to":5816,"date":"2026-07-07 15:04:01","modified":"2026-07-07 15:04:11","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":516,"height":160,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light-300x93.png","medium-width":300,"medium-height":93,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","medium_large-width":516,"medium_large-height":160,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","large-width":516,"large-height":160,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","1536x1536-width":516,"1536x1536-height":160,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","2048x2048-width":516,"2048x2048-height":160}}},{"acf_fc_layout":"paragraph","content":"

Instead of rushing announcements, we focused on building, testing, and iterating in production. MCP builds on that foundation.

\n"},{"acf_fc_layout":"paragraph","content":"

Rather than adding another dashboard or feature, MCP turns your existing AI assistant into a gateway to your AR data. It allows teams to interact with their receivables conversationally, while staying grounded in our Financial Relationship Management framework.

\n"},{"acf_fc_layout":"paragraph","content":"

FRM is the foundation. AI is the accelerator.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What MCP Unlocks for Finance Teams","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Once connected, Claude or Copilot can securely access your Upflow data and answer questions instantly.

\n"},{"acf_fc_layout":"paragraph","content":"

Here is what that looks like in practice.

\n"},{"acf_fc_layout":"heading","text":"For AR Managers","level":"h3"},{"acf_fc_layout":"bullet_list","items":[{"text":"Who should I prioritize this week?"},{"text":"Which accounts represent the highest risk?"},{"text":"Show me customers with the largest overdue balances."}]},{"acf_fc_layout":"paragraph","content":"

MCP generates ranked lists based on outstanding amounts, aging, risk signals, and communication history. Priority becomes clear without building a single report.

\n"},{"acf_fc_layout":"heading","text":"For Controllers","level":"h3"},{"acf_fc_layout":"bullet_list","items":[{"text":"What is blocking payment on this account?"},{"text":"Why are these customers consistently late?"},{"text":"Are there disputes or missing contacts?"}]},{"acf_fc_layout":"paragraph","content":"

MCP surfaces disputes, broken promises to pay, missing purchase orders, and communication gaps. It summarizes the situation clearly so teams can distinguish between customer-side issues and internal process gaps.

\n"},{"acf_fc_layout":"heading","text":"For CFOs","level":"h3"},{"acf_fc_layout":"bullet_list","items":[{"text":"Give me a cash flow analysis for this week."},{"text":"How much can we realistically expect to collect next week?"}]},{"acf_fc_layout":"paragraph","content":"

Instead of relying on due dates alone, MCP adjusts forecasts based on actual historical payment behavior, giving finance leaders a more accurate and actionable cash forecast.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Powered by High-Quality Data","level":"h2"},{"acf_fc_layout":"paragraph","content":"

AI only works when the underlying data is reliable.

\n"},{"acf_fc_layout":"paragraph","content":"

We at Upflow have spent years building deep native integrations with major ERP and billing systems. We combine structured data such as invoices, payments, and transactions with unstructured information including emails, notes, and full customer timelines.

\n"},{"acf_fc_layout":"paragraph","content":"

This unified data layer is what makes MCP powerful.

\n"},{"acf_fc_layout":"paragraph","content":"

When an AI assistant responds to a question, it draws from complete financial records and real interaction history. The result is intelligence that is contextual, accurate, and operationally useful.

\n"},{"acf_fc_layout":"paragraph","content":"

Without this infrastructure, AI risks becoming noise. With it, AI becomes an extension of your workflow.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Ready to Try Upflow’s MCP?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

The Upflow MCP server is now available for all our customers.

\n"},{"acf_fc_layout":"paragraph","content":"

If you want to connect Claude or Copilot directly to your AR data and see what becomes possible, contact us to get access now.

\n"},{"acf_fc_layout":"paragraph","content":"

The future of accounts receivable is intelligent, contextual, and relationship-driven. And this is just the beginning.

\n"},{"acf_fc_layout":"hubspot_cta","id":"81d5abc2-34c2-437b-b97d-0caa8436db31","alt":"demo"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"FAQs","level":"h2"},{"acf_fc_layout":"article_faq","items":[{"question":"What is the Upflow MCP server?","answer":"

The Upflow MCP server allows AI assistants like Claude and Copilot to securely connect directly to your Upflow accounts receivable data. It enables finance teams to ask questions in plain English and receive answers grounded in real invoices, payment history, and customer interactions.

\n"},{"question":"Which AI tools are compatible with MCP?","answer":"

MCP is designed to work with leading AI assistants such as Claude and Copilot. Once connected, these tools can securely access your Upflow data to provide contextual insights and forecasts.

\n"},{"question":"Is my financial data secure when using MCP?","answer":"

Yes. MCP connects AI assistants to Upflow through a controlled and secure architecture. Access is permission-based and aligned with your existing data structure, keeping sensitive financial information protected. Upflow is SOC 2 Type 2 certified, and all financial data is encrypted to enterprise-grade standards.

\n"},{"question":"How is MCP different from a dashboard or report?","answer":"

Traditional dashboards require manual navigation, filtering, and interpretation. MCP allows you to interact with your AR data conversationally. Instead of building reports, you can simply ask questions and receive structured, contextual answers instantly.

\n"},{"question":"Who is Upflow MCP designed for?","answer":"

Upflow MCP is built for AR managers, controllers, and CFOs who want faster access to reliable insights. Whether prioritizing follow-ups, investigating payment delays, or forecasting collections, this MCP helps teams make better decisions without switching tools.

\n"}]}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10619,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"28/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"April 24, 2026","publishedAtIso":"2026-04-24T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"The Ideal B2B Payment Experience","description":"A practical guide to building the ideal B2B payment experience that reduces friction, improves cash flow, and turns payments into a competitive advantage.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/04/the-ideal-b2b-payment-experience.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/the-ideal-b2b-payment-experience","_taxonomies":{"article_type":[{"id":376,"name":"B2B payments","slug":"business-to-business-payments","description":""}]},"author":{"name":"Côme Chevallier","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/5.png","description":"$53","position":"Director of Financial Services at Upflow","slug":"come"}},"acf":{"seo_title":"The Ideal B2B Payment Experience","seo_description":"A practical guide to building the ideal B2B payment experience that reduces friction, improves cash flow, and turns payments into a competitive advantage.","body":[{"acf_fc_layout":"paragraph","content":"

Paying can be uncomfortable. Money changing hands is emotional, trust-based, and deeply human despite our best efforts to make it purely transactional. In B2B, this moment gets amplified. Finance teams handle invoices worth thousands or millions, navigate approval chains, reconcile accounts, and manage cash flow that determines whether their business thrives or struggles.

\n"},{"acf_fc_layout":"paragraph","content":"

With so much at stake, you’d expect the industry to treat payment experiences with extraordinary care. Yet clunky portals, disconnected systems, and processes that add unnecessary friction remain the standard. Think about the last time you paid an invoice. Now ask yourself: Is this the experience I want to give my customers?

\n"},{"acf_fc_layout":"paragraph","content":"

The honest answer is, unfortunately, almost always “no.”

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The Scale of the Problem","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Behind the scenes, B2B payments reveal costly inefficiencies. Research from Harvard notes that small and mid-sized businesses, who drive 40% of GDP, are especially exposed to the risk that “one delayed supplier or loan payment can be the difference between closing and surviving another month.” Not only does slow payment create operational drag, but Harvard analysis finds “38% of businesses fail due to exhausting their cash reserves,” with payment friction intensifying that risk.

\n"},{"acf_fc_layout":"paragraph","content":"

When payment experiences break down, trust erodes. AP teams at customer companies spend hours tracking down invoice details, figuring out how to pay, and chasing internal and external approvals. On the vendor side, AR teams endure endless cycles of outreach, calls, emails, and manual follow-ups on what should be a smooth, predictable process.

\n"},{"acf_fc_layout":"paragraph","content":"

But the deeper problem isn’t just operational cost. Poor payment experiences signal to customers that a vendor doesn’t value their time or understand their challenges. Every friction point, whether it’s confusing portals, missing invoices, or disruptions in payment flow, raises doubts about a vendor’s overall competence. If the payment process is this difficult, what does that say about the product, the service, or the support?

\n"},{"acf_fc_layout":"paragraph","content":"

Payment should be a competitive advantage. Instead, most companies treat it as an afterthought.

\n"},{"acf_fc_layout":"heading","text":"What This Guide Delivers","level":"h3"},{"acf_fc_layout":"paragraph","content":"

This piece provides a comprehensive framework for understanding, assessing, and building world-class B2B payment experiences. You’ll walk away with:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"The B2B Payment Experience Framework: Five dimensions that define best-in-class payment operations, complete with outcome statements and measurable KPIs"},{"text":"A clear process blueprint: The complete payment workflow from invoice creation through building stronger customer relationships"},{"text":"Technology stack architecture: The five essential layers that power modern payment experiences"},{"text":"Self-assessment tools: A maturity model to benchmark your current state and identify improvement opportunities"},{"text":"Implementation roadmap: Practical steps to transform your payment operations"}]},{"acf_fc_layout":"paragraph","content":"

Whether you’re a CFO evaluating your receivables strategy, an AR manager drowning in manual work, or a controller tackling bad debt and collections, this guide provides the blueprint for excellence the industry needs.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The B2B Payment Experience Framework","level":"h2"},{"acf_fc_layout":"paragraph","content":"

The framework consists of five interconnected dimensions. Each dimension includes a north star defining success, key capabilities that enable it, and measurable KPIs to track performance.

\n"},{"acf_fc_layout":"heading","text":"Dimension 1: Frictionless for the Payer","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Ideal Experience: The person paying should never have to hunt for information or figure out what to do next. Payment completion requires minimal clicks, zero confusion, and no external support.

\n"},{"acf_fc_layout":"paragraph","content":"

Key Capabilities:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"One-click access to everything they need: Invoice details, payment history, and account status in one place"},{"text":"Payment methods customers actually use: ACH, card, wire, and international options with the ability to save preferred methods for future payments"},{"text":"Clear visibility into what they owe: Breakdown of open invoices, applied credits, and partial payments"},{"text":"Security without friction: Bank-level encryption and compliance standards that protect sensitive data without slowing users down"},{"text":"Reusable payment preferences: Save payment methods, set up autopay, and manage payment behavior without re-entering information"}]},{"acf_fc_layout":"paragraph","content":"

Key Performance Indicators:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Time to complete payment: <60 seconds (0 seconds for saved methods with autopay)"},{"text":"Customer support tickets related to payment confusion: < 2% of transactions"},{"text":"Payment completion rate: > 90% for initiated transactions"},{"text":"Customer satisfaction with payment process: > 4.5/5"}]},{"acf_fc_layout":"paragraph","content":"

According to Gartner research, 77% of B2B buyers state that their latest purchase was very complex or difficult. The payment process shouldn’t add to that complexity. In fact, it should be the easiest part of doing business together.

\n"},{"acf_fc_layout":"color_block","content":"

💡 Self-Assessment: You’ve just sold to a new customer. Can they pay you in under 60 seconds autonomously?

\n"},{"acf_fc_layout":"heading","text":"2. Efficient for the Payee","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Ideal Experience: The business receiving payment spends minimal time on administrative tasks, maximum time on strategic cash flow management, and has complete visibility into when money will arrive.

\n"},{"acf_fc_layout":"paragraph","content":"

Key Capabilities:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Automatic payment reconciliation: Every payment automatically matches to the right invoice in the system"},{"text":"Payment mix optimization: Balance processing costs with customer convenience by controlling available payment methods"},{"text":"Reduced time chasing: Fewer follow-up calls and emails when payment is straightforward"},{"text":"Accurate cash flow forecasting: Know when payments will arrive to plan operations and investments"}]},{"acf_fc_layout":"paragraph","content":"

Key Performance Indicators:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Days Sales Outstanding (DSO): Best-in-class: at or below payment terms"},{"text":"Payment reconciliation time: Instant for online payments; <30 seconds for offline with automated cash application"},{"text":"AR team time spent on collection follow-ups: < 20% of total AR workload"},{"text":"Late payment rate: < 10% of invoices past due date"}]},{"acf_fc_layout":"paragraph","content":"

Deloitte research shows that 47% of suppliers are paid late for their products or services. Meanwhile, it costs a typical AP organization nearly $8 to process a single supplier payment, with 62% of costs stemming from labor. That’s hours of work on administrative tasks that could be spent on strategic initiatives.

\n"},{"acf_fc_layout":"color_block","content":"

💡 Self-Assessment: Is your finance team spending more time chasing payments than making strategic decisions?

\n"},{"acf_fc_layout":"heading","text":"3. Connected by Default","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Ideal Experience: Data flows automatically between all systems, including accounting platforms, payment processors, banking systems, and customer portals, with zero manual data entry and real-time synchronization.

\n"},{"acf_fc_layout":"paragraph","content":"

Key Capabilities:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Two-way sync with accounting systems: Invoices flow out automatically, payments sync back instantly"},{"text":"Real-time data flow: Payment status updates across all systems immediately, not in overnight batches"},{"text":"Rapid deployment: Launch payment experiences in days with minimal technical resources"},{"text":"Open API access: Integrate payment data into existing workflows and tools"}]},{"acf_fc_layout":"paragraph","content":"

Key Performance Indicators:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Data synchronization lag: < 5 minutes from payment to accounting system update"},{"text":"Manual data entry requirements: 0 manual entries per payment"},{"text":"System integration setup time: < 5 days for standard accounting platforms"},{"text":"Full deployment time: < 10 weeks including vendor selection, testing, and rollout"},{"text":"Data accuracy rate: > 99.5% for automated reconciliation"}]},{"acf_fc_layout":"paragraph","content":"

71% of companies say getting a complete view of money movement across multiple bank accounts is hard. When systems don’t connect, finance teams can’t see their full cash position, reconciliation stays manual, and decisions get made with incomplete data.

\n"},{"acf_fc_layout":"color_block","content":"

💡 Self-Assessment: Can you track payment status across all customers without switching between systems?

\n"},{"acf_fc_layout":"heading","text":"4. Financially Intelligent","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Ideal Experience: The payment system provides actionable intelligence that enables proactive cash flow management, predicts payment behavior, and surfaces opportunities for optimization before problems emerge.

\n"},{"acf_fc_layout":"paragraph","content":"

Key Capabilities for Payers:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Centralized documentation: Access all account statements, balance reports, and payment history in one place"},{"text":"Multi-entity payments: Manage payments across subsidiaries or business units from one place"},{"text":"Dispute management: Flag and resolve invoice questions directly in the portal without email chains"}]},{"acf_fc_layout":"paragraph","content":"

Key Capabilities for Payees:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Performance dashboards: Track key payment metrics (DSO, collection rates, aging) to measure and improve receivables performance"},{"text":"Late payment prediction: Flag at-risk invoices before due dates based on customer behavior patterns"},{"text":"Customer payment profiles: Track how each customer pays over time to set appropriate credit terms and collection strategies"}]},{"acf_fc_layout":"paragraph","content":"

Key Performance Indicators:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Cash flow forecast accuracy: +/- 5% variance for 30-day forecast"},{"text":"Customer payment pattern visibility: Complete payment history and trends accessible in < 30 seconds"},{"text":"Dispute resolution time: < 48 hours from flag to resolution"}]},{"acf_fc_layout":"paragraph","content":"

A UK government study shows that 59% of late payments result from internal administrative or technical issues at the buyer’s organization, not disputes about the invoice. When payment systems surface these patterns early, problems can be addressed before they become crises.

\n"},{"acf_fc_layout":"color_block","content":"

💡 Self-Assessment: Does your payment system give you the intelligence to manage cash flow proactively, or are you always reacting?

\n"},{"acf_fc_layout":"heading","text":"5. Relationship Enhancing","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Ideal Experience: The payment experience strengthens customer relationships through professional communication, brand consistency, responsive support, and flexibility that demonstrates understanding of customer needs.

\n"},{"acf_fc_layout":"paragraph","content":"

This means:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Personal, professional communication: Payment reminders sent from real team members, not generic no-reply addresses"},{"text":"Consistent brand presence: White-label payment experience that maintains your brand identity throughout the entire transaction"},{"text":"Dedicated payment support: Real people who understand payment workflows and can solve problems fast"},{"text":"Flexibility when it matters: The ability to work with customers when they need it (payment plans, term adjustments, grace periods)"}]},{"acf_fc_layout":"paragraph","content":"

Key Performance Indicators:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Median payment delay: < 5 days past due (for customers with online payment options)"},{"text":"Support response time: < 1 hour for payment inquiries"},{"text":"Customer retention improvement: +5-10% improvement when payment experience is enhanced"}]},{"acf_fc_layout":"paragraph","content":"

McKinsey research found that 54% of B2B decision makers would abandon a purchase or switch suppliers if they experienced a poor-quality omnichannel customer experience. PwC research reinforces this, showing that 73% of consumers say customer experience is an important factor in their purchasing decisions.

\n"},{"acf_fc_layout":"color_block","content":"

💡 Self-Assessment: Does your payment experience strengthen customer relationships or strains them?

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The Ideal Payment Flow: From Invoice to Insight","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Here’s how the five dimensions come together in a complete payment lifecycle:

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/04/Payment-Flow-Infographic-scaled.png","caption":""},{"acf_fc_layout":"paragraph","content":"

This flow works because the systems are connected, the data moves automatically, and the experience is designed around how people actually work. Every dimension of the framework is activated at each stage of the process.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The Modern B2B Payments Tech Stack","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Delivering the ideal experience requires the right technology foundation. The modern B2B payments stack consists of five interconnected layers, each serving a distinct purpose:

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/04/ideal-b2b-payment-exp.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Each layer must work seamlessly with the others. A great payment gateway delivers limited value if it doesn’t integrate with your accounting system. A beautiful customer portal fails if it can’t provide the intelligence finance teams need. The stack’s power comes from how the layers connect, not from individual component strength.

\n"},{"acf_fc_layout":"paragraph","content":"

The best payment platforms span multiple layers at once. They connect to your billing system, handle payment processing, deliver the customer experience, and provide actionable analytics. This unified approach eliminates the friction of managing separate tools that don’t communicate with each other.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Payment Experience Maturity Model","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Now that you understand the framework, the ideal flow, and the technology required, the critical question becomes: where are you today? This maturity model helps you assess your current position across all five dimensions and identify which gaps are costing you the most.

\n"},{"acf_fc_layout":"table_block","paste_table":"","caption":"","is_first_column_header":false,"header_cells":[{"content":"Dimension","align":"left","colspan":"1"},{"content":"Reactive","align":"left","colspan":"1"},{"content":"Advanced","align":"left","colspan":"1"},{"content":"Best-in-Class","align":"left","colspan":"1"}],"rows":[{"cells":[{"content":"Frictionless for the Payer","align":"left","colspan":"1"},{"content":"Paper checks, email invoices, customers call for payment status. 5+ min to find info.","align":"left","colspan":"1"},{"content":"Basic portal with ACH/card. Some manual steps. 2-3 min to pay.","align":"left","colspan":"1"},{"content":"One-click access, all payment methods, complete visibility. <60 sec to pay.","align":"left","colspan":"1"}]},{"cells":[{"content":"Efficient for the Payee","align":"left","colspan":"1"},{"content":"Manual reconciliation, AR team spends 60%+ time on admin tasks","align":"left","colspan":"1"},{"content":"Partial automation, AR team spends 40% time on admin","align":"left","colspan":"1"},{"content":"Auto-reconciliation, AR team spends <20% time on admin","align":"left","colspan":"1"}]},{"cells":[{"content":"Connected by Default","align":"left","colspan":"1"},{"content":"Disconnected systems, daily/weekly/monthly batch updates, manual data entry.","align":"left","colspan":"1"},{"content":"Some integration, daily syncs, occasional manual fixes.","align":"left","colspan":"1"},{"content":"Real-time sync <5 min, zero manual entry, open APIs.","align":"left","colspan":"1"}]},{"cells":[{"content":"Financially Intelligent","align":"left","colspan":"1"},{"content":"Basic aging report, reactive collections, no forecasting.","align":"left","colspan":"1"},{"content":"Dashboard with key metrics, basic forecasting, some predictive insights.","align":"left","colspan":"1"},{"content":"Payment mix optimization, autopay adoption for key accounts, proactive payment method capture.","align":"left","colspan":"1"}]},{"cells":[{"content":"Relationship Enhancing","align":"left","colspan":"1"},{"content":"Generic reminders, no branding, multi-day response times.","align":"left","colspan":"1"},{"content":"Branded portal, personalized emails, <24 hr response.","align":"left","colspan":"1"},{"content":"White-label experience, personal communication, <1 hr response, NPS >50.","align":"left","colspan":"1"}]}],"style":false},{"acf_fc_layout":"paragraph","content":"

Most organizations fall into the Reactive or Advanced categories. Moving to Best-in-Class typically requires 6-12 months of focused effort with the expected ROI:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"15-25% DSO reduction"},{"text":"40-60% AR workload reduction"},{"text":"5-10% customer retention improvement"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Your Roadmap to Best-in-Class","level":"h2"},{"acf_fc_layout":"paragraph","content":"

You’ve identified your gaps across the five dimensions. Most organizations discover 2-3 critical areas where they’re furthest from best-in-class, and those are exactly where to focus first. This roadmap provides a phased approach to closing those gaps systematically, with realistic timelines and measurable outcomes at each stage.

\n"},{"acf_fc_layout":"heading","text":"Phase 1: Audit and Benchmark Current Friction Points (Weeks 1-4)","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Objective: Gain complete visibility into where your payment experience is breaking down and costing you money.

\n"},{"acf_fc_layout":"paragraph","content":"

Key Activities:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Map your current payment journey from invoice creation to reconciliation"},{"text":"Calculate baseline metrics: DSO, collection rate, AR workload allocation, payment processing costs"},{"text":"Survey 10-15 customers about their payment experience (NPS, friction points, preferences)"},{"text":"Interview AR team to identify manual workarounds and time sinks"},{"text":"Document all systems in your current stack and how (or if) they integrate"},{"text":"Use the maturity model to rate yourself across all five dimensions"}]},{"acf_fc_layout":"paragraph","content":"

Deliverables:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Current state assessment document with baseline metrics"},{"text":"Prioritized list of friction points ranked by business impact"},{"text":"Gap analysis showing distance from best-in-class across framework dimensions"}]},{"acf_fc_layout":"heading","text":"Phase 2: Select and Deploy an Integrated Payment Platform (Weeks 6-12)","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Objective: Replace fragmented point solutions with a unified payment platform that automates workflows and connects your entire infrastructure.

\n"},{"acf_fc_layout":"paragraph","content":"

Key Activities:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Evaluate payment platforms that span integration, processing, experience, and analytics layers"},{"text":"Prioritize solutions with native connections to your accounting system (NetSuite, QuickBooks, Xero)"},{"text":"Select a platform that accepts multiple payment methods (ACH, card, wire, international)"},{"text":"Deploy customer payment portal with branded experience"},{"text":"Automate invoice delivery with embedded payment links"},{"text":"Set up automatic payment reconciliation"},{"text":"Configure basic automated reminders for upcoming/overdue payments"}]},{"acf_fc_layout":"paragraph","content":"

Success Criteria:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"<5 minute sync between payment and accounting system"},{"text":"Zero manual data entry for standard transactions"},{"text":">90% of invoices delivered with functional payment links"},{"text":">50% reduction in AR time spent on manual reconciliation"}]},{"acf_fc_layout":"heading","text":"Phase 3: Enhance and Optimize with Intelligence (Months 5-8)","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Objective: Layer on intelligence and relationship-enhancing capabilities that turn payments into a competitive advantage.

\n"},{"acf_fc_layout":"paragraph","content":"

Key Activities:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Implement payment behavior analytics and customer profiles"},{"text":"Build or enhance cash flow forecasting based on payment patterns"},{"text":"Personalize communication based on customer payment history"},{"text":"Add dispute management workflow to portal"},{"text":"Create executive dashboards for strategic decision-making"},{"text":"Optimize payment method mix based on cost and customer preference data"}]},{"acf_fc_layout":"paragraph","content":"

Success Criteria:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Cash flow forecast within +/- 5% variance for 30-day outlook"},{"text":"Customer NPS for payment experience >50"},{"text":"<1 hour average response time for payment inquiries"},{"text":">70% of AR decisions driven by data insights"}]},{"acf_fc_layout":"heading","text":"Phase 4: Monitor and Continuously Improve (Ongoing)","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Once you’ve reached best-in-class:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Review KPIs monthly and adjust strategies based on trends"},{"text":"Survey customers quarterly on payment experience"},{"text":"Refine cash flow forecasting as you gather more payment behavior data"},{"text":"Share payment insights with sales and customer success teams"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"An Invitation to Raise the Bar","level":"h2"},{"acf_fc_layout":"paragraph","content":"

If you’re reading this, you already know the current state of B2B payments isn’t good enough. You’ve seen teams waste time on payment issues that shouldn’t exist. You’ve felt the tension of trying to collect without damaging relationships. You’ve wondered why something so fundamental to business feels so broken.

\n"},{"acf_fc_layout":"paragraph","content":"

The ideal B2B payment experience isn’t theoretical. The technology exists. The playbook is clear. What’s missing is the collective decision to demand better from the tools the industry uses, from ourselves, and from the vendors we all pay.

\n"},{"acf_fc_layout":"paragraph","content":"

Every invoice sent is an opportunity to demonstrate these values. Every payment collected is a chance to show customers that vendors understand their world and care about making it easier.

\n"},{"acf_fc_layout":"paragraph","content":"

The question isn’t whether the industry can build ideal payment experiences. It’s whether companies are willing to hold themselves to that standard.

\n"},{"acf_fc_layout":"paragraph","content":"

Let’s raise the bar together.

\n"},{"acf_fc_layout":"hubspot_cta","id":"81d5abc2-34c2-437b-b97d-0caa8436db31","alt":"demo"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"right_sidebar_call_to_action_id":"fa9d10f7-dd76-4797-9f51-15d35b9b6cfe","right_sidebar_call_to_action_alt":"Upflow's free discover plan","related_author_id":10633,"date_modified":"28/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":376,"name":"B2B payments","slug":"business-to-business-payments","description":"Payments are a crucial component of doing business. How to get paid? With which method? How to reduce late payments? Check out our guide to be on top of the game.","parent":null},{"id":378,"name":"CFO Reads","slug":"cfo-reads","description":"Stay ahead of the curve with handpicked content designed to help modern CFOs lead with clarity, adopt emerging trends, and drive financial excellence across their organizations.","parent":null},{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"April 7, 2026","publishedAtIso":"2026-04-07T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"Continuous Deployment at Upflow","description":"Learn how we implemented continuous deployment at Upflow with practices such as automated testing, infrastructure as code, blue/green deployment, root cause analysis, and many more.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/11/continuous-deployment-at-upflow.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/continuous-deployment-at-upflow","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Jean-Christophe Delmas","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/10-1.png","description":"

Jean-Christophe is the Director of Engineering at Upflow, where he leads the team responsible for building and scaling the product. Having been with Upflow since its early days, he has a deep, firsthand understanding of how the product and its engineering culture have evolved over time.

At Upflow, Jean-Christophe has been central to shaping how the engineering team works, from the principles that guide how code is written to the deployment practices that keep a small team shipping fast without sacrificing reliability. His approach is grounded in simplicity, pragmatism, and a belief that great engineering is as much about culture as it is about technology.

On the Upflow blog, Jean-Christophe writes about the craft of building software in a lean, high-velocity environment, sharing the architectural decisions, engineering principles, and deployment practices that power Upflow under the hood.

\n","position":"Director of Engineering at Upflow","slug":"$undefined"}},"acf":{"seo_title":"Continuous Deployment at Upflow","seo_description":"Learn how we implemented continuous deployment at Upflow with practices such as automated testing, infrastructure as code, blue/green deployment, root cause analysis, and many more.","body":[{"acf_fc_layout":"heading","text":"Introduction","level":"h2"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we’re a small team of ten engineers, so efficiency is crucial. One key aspect of our productivity is continuous deployment: as soon as an engineer merges a pull request, the code goes straight to production with no manual steps required. While this approach may surprise or concern new team members, it works remarkably well in practice.

\n"},{"acf_fc_layout":"paragraph","content":"

On average, we deploy between 5 and 10 times per day. This brings many benefits:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Urgent improvements and fixes reach users quickly"},{"text":"Smaller updates make it easier to troubleshoot specific issues and roll back if needed. For example, when we correlate an issue with a specific deployment, smaller changes make it easier to identify the problematic code."},{"text":"Continuous deployment forces us to automate as much as possible, saving us time."}]},{"acf_fc_layout":"paragraph","content":"

In this article, we’ll share how we successfully implemented continuous deployment at Upflow and how we tackled some of the biggest challenges, including:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Preventing regressions in production"},{"text":"Allowing product managers and designers to test new features effectively"},{"text":"Encouraging engineers to make necessary but risky changes"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Build and deployment automation","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We apply the principles of trunk-based development to our branching strategy. We have two types of branches:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"The main branch: all code merged into this branch is deployed to production and other environments, such as staging or demo."},{"text":"Short-lived feature branches: used to review and validate code before merging to the main branch."}]},{"acf_fc_layout":"paragraph","content":"

Once a feature branch is merged to the main branch, it triggers an automated pipeline that builds, tests, and deploys the code.

\n"},{"acf_fc_layout":"paragraph","content":"

Here’s a simplified representation of our pipeline:

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/cicd-pipeline-main-7.png","caption":""},{"acf_fc_layout":"ordered_list","items":[{"text":"Prepare: Install dependencies and run code generation"},{"text":"Build: Transpile TypeScript code into JavaScript"},{"text":"Check: Type check code and run quality checks such as ESLint and Prettier"},{"text":"Unit / integration tests: Run a suite of tests to verify the code works as expected"},{"text":"Build & upload Docker image: Build a Docker image and upload it to our artifact registry. This image is then used to deploy the application to Cloud Run (the platform we use to run our application)"},{"text":"Deploy to staging: Deploy the new image to our staging environment"},{"text":"End-to-end (E2E) tests: Run a suite of end-to-end tests with Cypress against the staging environment to ensure the application runs as expected in a production-like environment"},{"text":"Deploy to production: Deploy to production"}]},{"acf_fc_layout":"paragraph","content":"

If the main branch pipeline fails, production deployments are blocked until we fix it. To prevent this, we run a similar pipeline on each feature branch before merging to the main branch.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/cicd-pipeline-branch-7.png","caption":""},{"acf_fc_layout":"paragraph","content":"

The key differences are:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"End-to-end tests run in a local Docker environment, not in Cloud Run"},{"text":"The Docker image isn't uploaded to the registry"},{"text":"No deployments occur"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Automated testing","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Manually testing software is time-consuming, especially for complex products like ours. Given how often we deploy, manually checking each version for regressions isn’t feasible. We also don’t run manual tests in staging before deploying to production because we want our pipeline to be fully automated. A manual step would create a bottleneck, reduce our deployment frequency, and eliminate the benefits that come with it.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s why automated testing is crucial for us. Our test suite allows us to modify and deploy code to production smoothly with minimal local manual testing. Every time an engineer implements a new feature or bug fix, they must include a comprehensive test suite to prevent future regressions.

\n"},{"acf_fc_layout":"paragraph","content":"

The following principles guide our testing strategy to prevent regressions.

\n"},{"acf_fc_layout":"heading","text":"Write integration and end-to-end tests, in addition to unit tests","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Unit tests validate individual code blocks in isolation without considering how components interact. While useful, they alone cannot prevent all regressions since many issues only emerge from the interaction between components. Furthermore, they don’t test interactions with the database, yet many bugs stem from unexpected SQL query behavior.

\n"},{"acf_fc_layout":"paragraph","content":"

This is why we heavily invest in integration tests and end-to-end tests alongside our unit tests.

\n"},{"acf_fc_layout":"heading","text":"Favor black-box testing","level":"h3"},{"acf_fc_layout":"paragraph","content":"

To prevent regressions in production, we primarily use black-box testing. This approach decouples tests from implementation details, making them easier to read and maintain while protecting us from significant changes to the underlying code. In contrast, tests that are tightly coupled to implementation details typically need updates during refactoring, reducing their effectiveness in preventing regressions.

\n"},{"acf_fc_layout":"heading","text":"Mimicking the production environment","level":"h3"},{"acf_fc_layout":"paragraph","content":"

We strive to run our tests in an environment that closely resembles production. Integration tests use actual Postgres and Redis instances to ensure realistic behavior. For external services like Google Storage, we implement realistic mocks that accurately simulate the behavior of the real service.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Infrastructure as Code","level":"h2"},{"acf_fc_layout":"paragraph","content":"

To ensure that successful end-to-end tests in staging will behave the same in production, we strive to make our staging environment as similar as possible to production.

\n"},{"acf_fc_layout":"paragraph","content":"

To this end, we use Terraform, an Infrastructure as Code tool, to manage our infrastructure. It allows us to ensure that each environment is configured as expected and to minimize the differences between them.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Blue/Green deployment","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Despite our efforts to make staging and production as similar as possible, they can’t be 100% identical. For example, we can’t use the same secrets in staging, and some features, such as payments, must run in test mode.

\n"},{"acf_fc_layout":"paragraph","content":"

As a result, a Docker image that runs successfully in staging may fail to start in production. If we routed all traffic to crashed instances, it would cause downtime.

\n"},{"acf_fc_layout":"paragraph","content":"

To prevent this, we use Blue/Green deployment. Cloud Run lets us deploy containers with a new code revision without routing traffic to them immediately. A startup probe checks if new instances are running properly. If they fail, no traffic reaches them, and users aren’t affected. If they succeed, Cloud Run routes traffic to the new instances, and users receive the update.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Simple architecture","level":"h2"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we value simplicity. We always favor the simplest solution unless we’re certain a more complex one is worthwhile.

\n"},{"acf_fc_layout":"paragraph","content":"

For example, we chose a monolithic architecture over microservices based on this principle, a decision that’s particularly valuable for our deployment pipeline. With microservices, running automated tests across the entire infrastructure would be more difficult, and we’d need extra work to manage breaking changes between service APIs.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Quality Assurance (QA)","level":"h2"},{"acf_fc_layout":"paragraph","content":"

At Upflow, software engineers are responsible for preventing regressions in production. They do this primarily through automated testing and occasionally through manual testing in their local environment.

\n"},{"acf_fc_layout":"paragraph","content":"

However, for new features, we need validation from the product manager and designer to ensure the code behaves as expected. Given our branching strategy and automated pipeline, they can’t test new features in staging before we deploy to production.

\n"},{"acf_fc_layout":"paragraph","content":"

We could deploy code from feature branches to make it available to project managers and designers. However, this would require engineers to keep all code in a long-lived branch until the feature is ready for users. This approach would result in large code changes being deployed to production all at once, which would undermine the benefits of small, frequent deployments discussed in the introduction. When working on a large feature, we prefer to deploy code to production progressively.

\n"},{"acf_fc_layout":"paragraph","content":"

To do this, we use feature toggles. This allows us to deploy code for unfinished features to production without affecting users. Once the feature is ready for QA, we enable the feature toggle in a test account so the product manager and designer can test it before releasing it to users.

\n"},{"acf_fc_layout":"paragraph","content":"

We use the same feature toggle to release the feature in beta to a subset of users. This lets us validate it more thoroughly and detect potential scalability or reliability issues before the full release.

\n"},{"acf_fc_layout":"heading","text":"Pre-merge design QA","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Feature toggles are valuable, but they can become tedious if overused, so we avoid them for minor changes. The challenge is that some small UI changes still need our designer’s approval before going live.

\n"},{"acf_fc_layout":"paragraph","content":"

To address this without feature toggles, we use Storybook and Chromatic to provide UI previews from feature branches. This lets our designer verify changes before they’re merged into the main branch.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Monitoring & Alerting","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As discussed, we have a large automated test suite to prevent bugs from reaching production. However, automated testing alone isn’t enough:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Test coverage can't be perfect."},{"text":"Tests aren't suitable for detecting certain problems, such as performance, scalability, or security issues."}]},{"acf_fc_layout":"paragraph","content":"

That’s why we also invest heavily in monitoring and alerting to detect problems as soon as they occur in production, whether after a deployment or for other reasons. It allows us to be proactive and fix problems before our users complain about them.

\n"},{"acf_fc_layout":"paragraph","content":"

We use Datadog to monitor metrics such as CPU usage, memory usage, and response times, as well as Sentry to track errors. When we detect significant problems in production, such as high CPU usage, new errors, or frequent errors, we receive immediate Slack alerts so we can intervene quickly.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Rollbacks","level":"h2"},{"acf_fc_layout":"paragraph","content":"

When a problem in production stems from a recent deployment, we can roll back the code to the previous version in just a few clicks. However, we rarely do so; it happens only a few times per year despite our high deployment frequency.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Root Cause Analysis (RCA)","level":"h2"},{"acf_fc_layout":"paragraph","content":"

None of the processes described here is set in stone. They have evolved and will continue to do so as the product grows more complex and new reliability requirements emerge.

\n"},{"acf_fc_layout":"paragraph","content":"

When a major issue occurs in production, we conduct a systematic Root Cause Analysis (RCA). Through this analysis, we identify the causes that led to the problem and determine how to prevent similar issues in the future.

\n"},{"acf_fc_layout":"paragraph","content":"

For example, early on at Upflow, we didn’t invest in end-to-end tests because we wanted to iterate quickly and had only a few users. However, after experiencing several critical bugs, we decided to write end-to-end tests to cover the most critical parts of the product.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Calculated risk-taking","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Continuous deployment isn’t just about processes and automation; it’s also about mindset and culture. Despite the safety nets discussed in this article, deploying risky changes to production can still be intimidating for engineers. For instance, an engineer might avoid implementing valuable refactoring out of fear of breaking something that hasn’t been properly tested.

\n"},{"acf_fc_layout":"paragraph","content":"

This mindset is particularly harmful in the long term. When projects intended to improve engineer productivity are abandoned due to fear of risk, the consequences are permanent. In contrast, the consequences of failed deployments tend to be short-lived, provided they’re neither frequent nor impactful.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s why cultivating a culture of calculated risk-taking is important to us. Engineers should feel encouraged to take risks, knowing they won’t be blamed if a problem occurs in production.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Conclusion","level":"h2"},{"acf_fc_layout":"paragraph","content":"

This article covered the solutions we implemented at Upflow to enable continuous deployment: trunk-based development, automated testing, feature toggles, infrastructure as code, monitoring, and root cause analysis.

\n"},{"acf_fc_layout":"paragraph","content":"

However, nothing is set in stone—new needs will emerge as the product grows more complex. Here are some solutions we’ll likely work on to strengthen our deployment process:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Canary releases: We use feature toggles to release new features to a subset of users. However, new code revisions always deploy to all users at once. To minimize the impact of potential regressions and detect issues before they affect everyone, we could deploy new code revisions to a subset of users first. If everything runs smoothly, we'd then route all traffic to the new revision."},{"text":"Visual testing: We've implemented front-end unit tests and end-to-end testing to catch regressions in our front-end code. However, these tests don't effectively detect visual regressions from refactoring or dependency upgrades. Visual testing would reduce manual testing needs and prevent visual regressions."}]}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10635,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"November 3, 2025","publishedAtIso":"2025-11-03T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"From Overwhelmed to On Top: How Managers at Upflow Get Things Done","description":"A tactical guide for managers to plan better, stay focused, and lead effectively, based on what we’ve learned from building and scaling Upflow.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/07/how-managers-at-upflow-get-things-done.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/how-managers-at-upflow-get-things-done","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alex Louisy","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","description":"$54","position":"Co-founder and CEO of Upflow","slug":"alexandre"}},"acf":{"seo_title":"From Overwhelmed to On Top: How Managers at Upflow Get Things Done","seo_description":"A tactical guide for managers to plan better, stay focused, and lead effectively, based on what we've learned from building and scaling Upflow.","body":[{"acf_fc_layout":"paragraph","content":"

At Upflow, we aim to build an organization, product, and offering that truly make a difference. That kind of ambition requires focus, strong execution, and clear direction at every level of the company. As we’ve grown, I’ve had to regularly rethink how to be effective in my role as CEO, especially as our context and priorities have continued to evolve. With a larger team, I also started spending more time helping our leadership do the same, so they could thrive in a fast-moving environment.

\n"},{"acf_fc_layout":"paragraph","content":"

The questions I hear the most from managers are surprisingly consistent: “How do I stay on top of everything? What should I focus on? How do I make sure things actually get done?”

\n"},{"acf_fc_layout":"paragraph","content":"

In this article, I’ll share a few principles and tactics I’ve picked up over the years. Some come from my own experience, others from coaches, peers, or frameworks we’ve adopted at Upflow. I originally wrote this for our team, but wanted to share it more broadly, something we often do at Upflow. These ideas aren’t one-size-fits-all. They won’t work for everyone. But they’ve helped me and many on our team, become more effective managers. I hope they’re useful to you too. Keep reading as we explore:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"The Classic Symptoms"},{"text":"The Starting point: Understanding your Context"},{"text":"Planning and Timing"},{"text":"The Practical Guide to Making It Happen"},{"text":"The Tactical Implementation"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The Classic Symptoms","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As teams grow and responsibilities expand, I’ve noticed a few common patterns that trip up even the best new managers.

\n"},{"acf_fc_layout":"heading","text":"The “Too Many Priorities, Not Enough Bandwidth” Trap","level":"h3"},{"acf_fc_layout":"paragraph","content":"

When you shift from being an individual contributor to managing others, your days quickly fill up: team check-ins, hiring, strategy, execution. Suddenly, everything feels urgent. You’re constantly busy, but your most important work isn’t moving forward. The moment I hear “not enough bandwidth,” it’s usually a signal that priorities need to be revisited.

\n"},{"acf_fc_layout":"heading","text":"The “Always Interrupted” Cycle","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Managers need to be accessible, but too much availability leads to constant context switching. You’re bouncing between Slack, meetings, questions, and unexpected issues. Some of that’s normal. But when it keeps you from doing your core work, it becomes a problem.

\n"},{"acf_fc_layout":"paragraph","content":"

The most common trap? Spending the whole day in reactive mode. You’re drained by the end of it, but nothing meaningful got done. That kind of day is demoralizing, and over time it leads to burnout. When I see someone stuck like this, it’s often because they’ve lost time for the “important but not urgent” work.

\n"},{"acf_fc_layout":"paragraph","content":"

Either of these patterns is usually a sign that a manager’s setup needs a reset. That’s where this guide comes in. Let’s look at how to shift the day-to-day.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Starting point: Understanding your Context","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Before diving into tactics, I want to zoom out a bit and focus on your context. Your company has a mission, your team has objectives. Every single hour of work you do, or your team does, should take into account this context. But in fast-paced environments, it’s easy for managers to lose sight of this.

\n"},{"acf_fc_layout":"paragraph","content":"

Your role isn’t just to keep things moving, it’s to help your team succeed in a way that aligns with company goals. You’re not just an operator. You’re a multiplier.

\n"},{"acf_fc_layout":"paragraph","content":"

So when we talk about effectiveness, we’re not just talking about personal productivity. It’s about setting the right direction, enabling your team, and making sure your work drives the outcomes that matter most. You do it for you, you also do it for your team, so they can be successful.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s why context has to be front and center. As a manager, you should always be able to answer:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"What are the company’s top 3 priorities right now?"},{"text":"What are my team’s objectives?"},{"text":"What do I personally need to do to help hit those goals?"}]},{"acf_fc_layout":"paragraph","content":"

Getting clear on these questions is the foundation for everything else. Without that clarity, even great execution can miss the mark.

\n"},{"acf_fc_layout":"paragraph","content":"

Now let’s look at how to stay grounded in your context, every step of the way.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Planning and Timing","level":"h2"},{"acf_fc_layout":"paragraph","content":"

To stay connected to context, I recommend setting up two planning rhythms or “time horizons.” These should work together to keep you aligned on both the big picture and day-to-day execution.

\n"},{"acf_fc_layout":"heading","text":"Long-Term Planning (Quarterly or Bi-Yearly)","level":"h3"},{"acf_fc_layout":"paragraph","content":"

This is your strategic layer. Every 3 to 6 months, you want to step back and ask:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"What outcomes matter most during this period?"},{"text":"What projects or goals will drive the biggest impact?"}]},{"acf_fc_layout":"paragraph","content":"

At Upflow, we usually align this to quarterly OKRs or company-wide goals. As a manager, your job is to translate those into meaningful team-level objectives. We usually frame it “Our team will be successful 6 months from now if…”. These should be 3 to 5 high level objectives (qualitative) with associated key results (quantitative measures) that are not the “business as usual” initiatives that are already in motion. You want to think about initiatives that move the needle.

\n"},{"acf_fc_layout":"heading","text":"Short-Term Cadence (Weekly or biweekly)","level":"h3"},{"acf_fc_layout":"paragraph","content":"

With your long-term goals in place, you can now work backwards into your weekly or biweekly execution. This is your operational layer. Each cycle should be planned with the long-term in mind. You’ll see more on how to do this using the “goal of the week” approach later in this guide.

\n"},{"acf_fc_layout":"paragraph","content":"

This dual-horizon approach isn’t just for product or business managers. Most product teams create roadmaps quarterly and run sprints biweekly. Business teams often use a similar cadence for OKRs. Whatever your function, having both a strategic and an operational rhythm helps you stay focused on what matters without losing momentum in the day-to-day.

\n"},{"acf_fc_layout":"paragraph","content":"

So, how do you make this work in practice? Let’s get into it.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The Practical Guide: How to Make It Happen","level":"h2"},{"acf_fc_layout":"heading","text":"Core Principles Before You Start","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Before we get into tactics, here are a few key principles that lay the groundwork for being an effective manager.

\n"},{"acf_fc_layout":"heading","text":"1. Don’t Underestimate the “how”","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Most managers know what needs to get done. They often show up with long to-do lists and tell me, “There’s just too much on it.” But the real challenge is how to get those things done. Being good at your job is one thing. Being good at planning your job is another, and the latter is a skill you can learn. I encourage our managers to treat planning and execution as disciplines worth improving.

\n"},{"acf_fc_layout":"paragraph","content":"

Effective execution requires structure and discipline, especially around how you manage your time and attention. That’s why I recommend building clear processes into your planning. Not to be rigid or bureaucratic, but to stay in control of your time and focus on what truly matters. More on this in the “Build your ideal week” section below.

\n"},{"acf_fc_layout":"heading","text":"2. Prioritize the “important”, not just the “urgent”","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Another common theme is the struggle to manage the “important, not urgent” topics. The urgent is always loud. But most of the time, the high-leverage work is quiet. Things like long-term planning, 1:1 development conversations, taking a step back to change course, hiring the right person, or solving a key process bottleneck. These don’t feel urgent until they explode. So one of the key challenges for effective managers is dedicating time to do those.

\n"},{"acf_fc_layout":"paragraph","content":"

Block dedicated time for these tasks. Treat them like client meetings and defend them just as firmly.

\n"},{"acf_fc_layout":"heading","text":"3. Focus on “Timeboxed tasks” rather than “Completed Tasks”","level":"h3"},{"acf_fc_layout":"paragraph","content":"

This might sound counter-intuitive. When you deep work on something, it’s tempting to say “I’ll work on it until it’s done and then move to the next thing”. But when you’re a manager, things are rarely 100% done. There’s always something you can improve, fine tune, or revisit.

\n"},{"acf_fc_layout":"paragraph","content":"

One of the best concepts I learned from Nir Eyal in his book “Indistractable”, is that you should timebox tasks – and be disciplined about it. The idea behind it is that “80% done and shared” is better than “100% perfect but never finished”. In essence, your focus should move to sticking to the time allocated to each task, rather than trying to complete tasks in sequence.

\n"},{"acf_fc_layout":"paragraph","content":"

This has helped me get tremendously more productive, by focusing only for one or two hours on a complex task, and committing to completing it or sharing it during that time window, and not doing anything else. The challenge is the discipline of doing nothing other than the task for that given time slots. No slack, no email, no notifications. Just 100% dedicated to this one thing. It’s hard but very, very effective.

\n"},{"acf_fc_layout":"heading","text":"4. Never Be the Information Bottleneck","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Another issue is when managers become information bottlenecks. In today’s workplace, they are often bombarded with emails, slacks, messages and notifications from everywhere. It’s easy to be buried under those quickly and lose control. I can quickly see this happening when managers have hundreds of unread emails or slack notifications. When this happens, you can no longer separate signal from noise. And you become an information bottleneck, and you start slowing things down. You’re not a force multiplier anymore, you’re the opposite, slowing down your team and people around you.

\n"},{"acf_fc_layout":"paragraph","content":"

You’ll always have a lot of input coming your way. The key is to process it efficiently. I recommend adopting an Inbox Zero mindset, not just for email, but for Slack, Notion, and any other channels you use. I check and triage these at set times during the day using a simple rule:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Can I reply in under 2 minutes? Do it now."},{"text":"Does it need more thought? Schedule it."},{"text":"Should someone else handle it? Delegate."},{"text":"It’s irrelevant or doesn’t need follow up? Archive it."}]},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/07/8.png","caption":""},{"acf_fc_layout":"paragraph","content":"

If you want to stay on top of things, you need to use the right tools, and use them well. Personally, I’m a heavy email user. I process between 100 and 300 emails a day. If that sounds like you, then properly configuring your email client is essential. Gmail can be set up to support an inbox-zero workflow. I’m also a big fan of Superhuman, especially their AI features, which have made me significantly more efficient. Whatever tool you use, efficiency doesn’t happen by accident. You have to learn how to use your tools properly. I’m often surprised when I see managers with 1,000+ unread emails, clicking through Slack channels one by one, or not using keyboard shortcuts. These are all fixable with training, and we make sure to cover that with our managers.

\n"},{"acf_fc_layout":"paragraph","content":"

But it’s not just about the tools, because you also need to set expectations with your team around how you process information. At Upflow, we ask every manager to create a public “How to Work With Me” document. It’s a simple idea I borrowed from Claire Hughes Johnson, former COO at Stripe, as featured in the High Growth Handbook. This internal document explains how you work, when you’re usually available, and most importantly how you want to receive information. It reduces friction, avoids misunderstandings, and keeps your team aligned.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/07/7.png","caption":""},{"acf_fc_layout":"heading","text":"5. Create Leverage: Delegate and Empower","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Being effective as a manager isn’t about doing more personally, it’s about creating leverage.

\n"},{"acf_fc_layout":"paragraph","content":"

Andy Grove summed this up well in “High Output Management”

\n"},{"acf_fc_layout":"color_block","content":"

💡 A manager’s output = The output of his organization + The output of the neighboring organizations under his influence

\n"},{"acf_fc_layout":"paragraph","content":"

So the question becomes: how can you make your team more effective, not just yourself.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/07/11.png","caption":""},{"acf_fc_layout":"paragraph","content":"

At Upflow, we use the RACI framework to make roles and responsibilities clear. For any project, we define:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Responsible: Who’s doing the work?"},{"text":"Accountable: who owns the outcome?"},{"text":"Consulted: who should be involved?"},{"text":"Informed: who needs to stay updated?"}]},{"acf_fc_layout":"paragraph","content":"

As a manager, you will often be accountable, but not always responsible. That means setting clear expectations, trusting others to execute, and giving them space to deliver. Clarifying to your team that “being accountable for something” doesn’t mean “doing it” is very important. You can significantly increase your leverage by delegating effectively.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The Tactical Implementation","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Now that we’ve covered the high-level principles, let’s get into the practical side of how I actually structure my time and get things done. These techniques are organized around three main themes:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Clarify Your Priorities: Goals of the Week, Monday and Friday routine,"},{"text":"Structure Your Time Intentionally: Brain mode and habits, Calendar & scheduling, Ideal week"},{"text":"Protect Execution from Noise: External call, No meeting day"}]},{"acf_fc_layout":"heading","text":"1. The “Goal of the Week” (GOW) Method","level":"h3"},{"acf_fc_layout":"paragraph","content":"

I have built a weekly habit into my schedule that is my superpower. Every Monday morning, I block an hour in my calendar to plan my week. I first take a look at my long-term objectives and ask myself.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"What did I complete last week? What didn’t get done? I use a quick traffic light system to assess at a glance"},{"text":"What are the 3 to 5 important things I want to accomplish this week, and will have an impact on my long-term roadmap When will I work on these goals? The key there is to allocate time in the calendar to do those."},{"text":"What meetings or tasks can I delegate?"},{"text":"What should I cancel or say no to?"}]},{"acf_fc_layout":"paragraph","content":"

This becomes my weekly plan.

\n"},{"acf_fc_layout":"paragraph","content":"

I’ve experimented with various to-do apps and Notion boards, but I’ve found that simply writing this in an email works best for me.

\n"},{"acf_fc_layout":"paragraph","content":"

The secret to making this habit stick is accountability. A tip I borrowed from Matt Mochary’s The Great CEO Within: share your weekly plan with someone. It doesn’t matter who, as long as you commit to doing it every week. For me, I send it (religiously) to our Chief of Staff, Louis, every Monday morning without fail. This helps in two ways: it keeps me accountable, and it forces me to confront tasks I keep postponing. That regular review helps me reassess priorities and stay on track.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/07/10.png","caption":""},{"acf_fc_layout":"heading","text":"2. Calendar and Scheduling Practices","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Your time is one of your most limited resources and your calendar is a direct reflection of how you manage it. It’s not just for planning; it’s also a tool for tracking where your time actually goes. I find it helpful to separate calendaring from planning:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Calendaring = Blocking off time to do the work."},{"text":"‍Planning = Deciding what work needs to happen during that time."}]},{"acf_fc_layout":"paragraph","content":"

Use the mantra “what’s not in your calendar does not exist” as much as you can, including for downtime.

\n"},{"acf_fc_layout":"paragraph","content":"

But how should you organize your calendar for a short-term time horizon, say over a week?

\n"},{"acf_fc_layout":"heading","text":"3. Know Your Brain Modes and habits","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Before you start scheduling, take the time to understand how you work best. Different tasks require different types of mental energy: 1:1s, deep work, brainstorming, and execution all require different modes. Start by identifying two things:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"What types of work you need to do"},{"text":"When you’re best equipped to do each type"}]},{"acf_fc_layout":"paragraph","content":"

For example, I do my best deep thinking in the mornings. So I usually block 8–11 a.m. for deep, focused work. Meetings and collaborative work are scheduled in the afternoons, when my energy for solo focus tends to dip.

\n"},{"acf_fc_layout":"paragraph","content":"

Everyone has their own rhythm. Some people need long, uninterrupted blocks. Others thrive with shorter bursts and frequent switches. Some are energized by morning workouts, others prefer a midday break. Some need to leave early to pick up kids, others hit their stride later in the day. The point is: observe your own habits, then plan around them. Don’t force yourself into someone else’s ideal week. Build one that works for you.

\n"},{"acf_fc_layout":"heading","text":"4. Build Your Ideal Week","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Once I understood my energy patterns and constraints, I created an “ideal work week.” I took a blank weekly calendar and started blocking time across five days, using color-coded themes to organize the flow. My blocks include:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Focus blocks for deep work - these are blocks allocated for deep work. Every Monday, I allocate those blocks based on my Goals of the Week."},{"text":"Slots for recurring meetings and 1o1 meetings"},{"text":"Slots for personal time like workouts or family commitments. It’s important to include them if they overlap with your work day."},{"text":"Buffer time to catch up or deal with the unexpected."}]},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/07/Copy-of-AI-in-AR.png","caption":""},{"acf_fc_layout":"paragraph","content":"

This setup doesn’t always go perfectly. Things shift. Priorities change. But having a baseline helps me stay grounded. And when the week gets chaotic, as it often does, I use this ideal schedule to ensure I stay on track.

\n"},{"acf_fc_layout":"paragraph","content":"

Next, I’ll walk you through a few key rituals within this “ideal week” that have worked particularly well for me.

\n"},{"acf_fc_layout":"heading","text":"5. “Free for external calls”","level":"h3"},{"acf_fc_layout":"paragraph","content":"

I’m a big fan of scheduling tools (Calendly, Notion Calendar) that let people book time directly in your calendar. They save a lot of back-and-forth and make scheduling much easier. But if you’re not careful, they can quickly take over your calendar. To stay in control, I only open up specific time slots for external bookings, usually just a few windows per week, and always in the afternoon to protect my deep work time in the morning.

\n"},{"acf_fc_layout":"paragraph","content":"

This way, I get the best of both worlds: people can easily book time with me, but only when it fits my ideal schedule.

\n"},{"acf_fc_layout":"heading","text":"6. “No-Meeting day”","level":"h3"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we’ve implemented a company-wide No-Meeting Day every Wednesday, and I strongly recommend other organizations do the same. Context switching is one of the biggest productivity killers. Having a full day with no meetings creates space for deep, focused work, and that can be a game changer.

\n"},{"acf_fc_layout":"paragraph","content":"

It’s important that this is set at the company level, so everyone respects and aligns around it. I recommend placing it mid-week. Early in the week tends to be busy with planning and kickoff meetings. And late in the week often gets hijacked by last-minute urgencies. Wednesday strikes the right balance, deep in the flow of the week, but with enough momentum to make real progress.

\n"},{"acf_fc_layout":"heading","text":"7. Friday Cool Down","level":"h3"},{"acf_fc_layout":"paragraph","content":"

For a long time, Fridays were frustrating. I’d stack up meetings, rush through the day, and head into the weekend with a full inbox and a long list of unfinished tasks. Now, I treat Fridays differently.

\n"},{"acf_fc_layout":"paragraph","content":"

Just like my Monday planning ritual, I’ve blocked a two-hour “cool down” session every Friday. This time is reserved for wrapping up urgent tasks, clearing out the inbox, re-adjusting priorities.

\n"},{"acf_fc_layout":"paragraph","content":"

It’s a small change that’s made a big difference. I close out the week with more clarity, and start the next one with less baggage.

\n"},{"acf_fc_layout":"heading","text":"8. Review the Process Regularly","level":"h3"},{"acf_fc_layout":"paragraph","content":"

One important reminder: you don’t need to implement everything at once. And even when you do, things will change, and that’s normal. Sometimes it’s you. Sometimes it’s your environment. For example, when we started expanding globally at Upflow, we had to rethink our entire meeting rhythm to account for time zone differences. That meant changing my own schedule to make it work for the team.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s why I recommend setting time once a quarter or every six months to step back and ask: What routines are working? What’s no longer serving you? What needs to be adjusted? Doing this with someone else, like a peer or manager, can help drive accountability and give you a fresh perspective.

\n"},{"acf_fc_layout":"paragraph","content":"

It’s not about perfection, it’s about small, continuous improvements.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Conclusion","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Being a manager in a fast-paced startup isn’t easy. It’s messy, demanding, and always changing. But with the right mindset, systems, and a bit of discipline, you can bring structure to the chaos and stay focused on what really matters.

\n"},{"acf_fc_layout":"paragraph","content":"

One of my friends and mentors starts each of her 1o1 with a simple question: “So, are you on top of your sh**; or is sh** on top of you?”. It’s blunt, but it gets to the point. My goal is to end each week feeling like I’m on top of it, and this approach helps me get there.

\n"},{"acf_fc_layout":"paragraph","content":"

The practices I’ve shared here aren’t magic fixes. But they’ve helped me and many of the managers I’ve worked with become more effective, more focused, and less reactive.

\n"},{"acf_fc_layout":"paragraph","content":"

If you’re a founder or manager wrestling with bandwidth, prioritization, or clarity, I hope this gives you a useful starting point. And if you’ve found systems that work well for you, I’d love to hear them. I’m always learning.

\n"},{"acf_fc_layout":"paragraph","content":"

Feel free to reach out via email or on LinkedIn.

\n"},{"acf_fc_layout":"paragraph","content":"

– Alex

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Useful References:","level":"h3"},{"acf_fc_layout":"bullet_list","items":[{"text":"Matt Mochary, The Great CEO Within"},{"text":"Andrew S Grove, High Output Management"},{"text":"Nir Eyal, Indistractable"},{"text":"Simon Sinek, Start with why"},{"text":"Claire Hughes Johnson, Scaling People: Tactics for Management and Company Building"}]}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10619,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"July 4, 2025","publishedAtIso":"2025-07-04T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"Expanding From Pure Recurring SaaS Revenues to Financial Services – How Hybrid Platforms Report their Combined Revenues.","description":"Discover how modern SaaS companies report hybrid revenue models combining subscriptions, payments, and usage-based fees for better clarity and planning.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/04/hybrid-saas-revenue-reporting.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/hybrid-saas-revenue-reporting","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alex Louisy","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","description":"$55","position":"Co-founder and CEO of Upflow","slug":"alexandre"}},"acf":{"seo_title":"Hybrid SaaS Revenue Reporting: Subscriptions & Usage Based Models","seo_description":"Discover how modern SaaS companies report hybrid revenue models combining subscriptions, payments, and usage-based fees for better clarity and planning.","body":[{"acf_fc_layout":"paragraph","content":"

Revenue reporting in SaaS used to be straightforward. You charged a monthly or yearly subscription, tracked MRR and ARR, and that was pretty much it. But things have changed. For many SaaS companies today, subscriptions are just one part of the story.

\n"},{"acf_fc_layout":"paragraph","content":"

As more companies add payment processing, transaction fees, or usage-based pricing, their revenue mix is no longer purely recurring—and that shift is reshaping how they report it.

\n"},{"acf_fc_layout":"paragraph","content":"

In this article, we’ll look at how complex technology businesses like Toast and Shopify are updating their reporting to match the reality of hybrid revenue models. We’ll break down the difference between recurring and re-occurring revenue, how companies think about Run Rates, and why all of this matters—for transparency, smarter planning, and investor trust. Keep reading to explore:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"The Two Flavors of SaaS Revenue"},{"text":"How Leading SaaS Companies Do Revenue Reporting"},{"text":"How We Report Revenue at Upflow
"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"1. Understanding the Two Flavors of SaaS Revenue","level":"h2"},{"acf_fc_layout":"heading","text":"1.1. What is Recurring Revenue?","level":"h3"},{"acf_fc_layout":"paragraph","content":"

In a traditional SaaS model, recurring revenue is the gold standard. It’s predictable, contract-based income that comes in regularly—usually through monthly or annual subscriptions. This revenues forms the foundation of metrics like:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"MRR (Monthly Recurring Revenue): the total predictable revenue generated, measured at the end of the period (usually the month)."},{"text":"ARR (Annual Recurring Revenue): simply MRR multiplied by 12, giving a forward-looking view of annualized subscription income."}]},{"acf_fc_layout":"paragraph","content":"

Recurring revenue is valued for its stability. It helps companies forecast with confidence, track retention, and measure customer lifetime value over time. Unlike revenue reported on a profit and loss statement—which looks backward over a period—MRR is a snapshot of the current recurring income. That’s what makes ARR so useful—it projects that if nothing changes, your recurring revenue over the next 12 months will be at least what you’re generating today, times twelve.

\n"},{"acf_fc_layout":"heading","text":"1.2. What is Re-occurring Revenue?","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Re-occurring revenue may sound similar, but it’s fundamentally different. It’s driven by customers who come back and buy again—not because they’re under a contractual commitment, but because they choose to.

\n"},{"acf_fc_layout":"paragraph","content":"

Think of it like a gym. Recurring revenue is the monthly gym membership—you’re billed whether you show up or not. Re-occurring revenue is the pay-per-class model—there’s no obligation, but loyal members often keep coming back, week after week.

\n"},{"acf_fc_layout":"paragraph","content":"

It’s the same with things like payment processing fees or transaction-based charges. These aren’t guaranteed, but they often repeat regularly, especially in businesses where product usage is consistent over time.

\n"},{"acf_fc_layout":"paragraph","content":"

While less predictable in theory, reoccurring revenue can still behave like recurring revenue—particularly in SaaS businesses with strong product adoption and loyal customers.

\n"},{"acf_fc_layout":"heading","text":"1.3. So What’s the Real Difference?","level":"h3"},{"acf_fc_layout":"paragraph","content":"

The key distinction lies in predictability and retention:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Recurring revenue is locked in by a contract. It’s highly predictable and tied to retention metrics like Net Revenue Retention (NRR)."},{"text":"Re-occurring revenue is usage-based or activity-driven. It lacks contractual stability but can still be regular and reliable in practice."}]},{"acf_fc_layout":"paragraph","content":"

In many SaaS businesses, the line between the two starts to blur. When customers consistently use a service (e.g. payment tools), reoccurring revenue on large cohorts of users becomes highly predictable—even without a formal subscription. That’s why more companies are using metrics like Run Rate, which blends both revenue types to better reflect actual business performance.

\n"},{"acf_fc_layout":"paragraph","content":"

From an investor’s perspective, what matters most is the predictability, scalability and profitability of revenue streams. Whether contractually locked in or behavior-driven, both contribute to a company’s ability to grow reliably—and that’s what ultimately drives confidence and increased valuation.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"2. Real-World Revenue Reporting: How Leading SaaS Companies Do It","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Understanding how SaaS companies report their revenue isn’t always straightforward—especially when they blend subscriptions and usage-based models. While traditional accounting focuses on actual recognized revenue (under GAAP), companies often choose to share non-GAAP metrics like MRR and ARR to give investors and stakeholders a clearer view of their growth potential.

\n"},{"acf_fc_layout":"heading","text":"2.1. What GAAP Covers — and What It Doesn’t","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Public companies are required to file a 10-K or 10-Q, which includes financial statements under U.S. GAAP. However, metrics like MRR, ARR, or Run-Rate are not GAAP-defined—they’re typically shared in the Management’s Discussion and Analysis (MD&A).

\n"},{"acf_fc_layout":"paragraph","content":"

This means companies have some flexibility in how they define and present these metrics. Some focus purely on recurring revenue; others also include reoccurring or usage-based revenue to paint a fuller picture.

\n"},{"acf_fc_layout":"paragraph","content":"

That said, let’s look at two very different approaches — starting with Shopify, then Toast — to see how each interprets and applies these metrics in practice.

\n"},{"acf_fc_layout":"heading","text":"2.2. Case Study: Shopify’s Subscription-First Approach","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Shopify is the leading e-commerce platform that generated nearly $9 billion in revenue in 2024, powered by a mix of software and services. Its business model blends two primary revenue streams:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"SaaS subscriptions for merchants using Shopify’s platform (contract-based monthly or yearly plans)"},{"text":"Usage-based merchant services such as payment processing, referral fees, and shipping, captured under its Merchant Solutions segment."}]},{"acf_fc_layout":"paragraph","content":"

This split raises an important question: How does Shopify report these two distinct types of revenue? Unlike some SaaS businesses, such as Toast, that blend fixed and variable revenues under recurring metrics, Shopify clearly separates the two—offering a distinct view into how each stream contributes to its growth.

\n"},{"acf_fc_layout":"paragraph","content":"

As mentioned, the foundation of Shopify’s model is its Subscription Solutions segment, which generates predictable, contract-based income through fixed monthly fees. This is captured in Shopify’s core metric, Monthly Recurring Revenue (MRR), defined as follows:

\n"},{"acf_fc_layout":"color_block","content":"

We calculate MRR at the end of each period by multiplying the number of merchants with subscription plans by the average monthly fee

\n"},{"acf_fc_layout":"paragraph","content":"

That last exclusion is key. Shopify’s MRR only includes fixed subscription fees—not variable platform revenues like payment processing or transaction fees. Those usage-based revenues are excluded from MRR, even though they are recurring in practice for many merchants.

\n"},{"acf_fc_layout":"paragraph","content":"

By reporting MRR this way, Shopify provides a strict view of what it considers as contractually guaranteed recurring revenue. It’s a conservative lens that separates truly locked-in income from revenue that depends on merchant activity—even when that activity is consistent over time.

\n"},{"acf_fc_layout":"paragraph","content":"

Shopify’s MRR at the end of 2024 was $178 million (so an Annual Recurring Revenue, or ARR, of roughly $2 billion), while its total revenue was nearly $9 billion (see screenshot below). The difference comes from usage-based Merchant Solutions revenue, which is excluded from MRR and ARR.

\n"},{"acf_fc_layout":"image","image":false,"caption":""},{"acf_fc_layout":"paragraph","content":"

This distinction matters because Shopify’s goal with MRR is to report only contractual, subscription-based revenue, which is the most predictable and high-margin part of its business. Usage-based Merchant Solutions revenue, while larger in absolute terms, is more variable and carries lower margins. By separating the two, Shopify gives a clearer picture of its recurring revenue base without overstating stability.

\n"},{"acf_fc_layout":"heading","text":"2.3. Case Study: Toast’s Blend of Subscriptions and Payments","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Toast is a cloud-based restaurant management software company that reached nearly $5 billion in annual revenue in 2024. Its business model combines two core revenue streams:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"SaaS subscriptions for its restaurant software (restaurants use Toast’s point of sale platform via contract-based subscriptions)"},{"text":"Payment processing services for transactions made via its platform (restaurants can also opt into its payment processing services to handle transactions)"}]},{"acf_fc_layout":"paragraph","content":"

Unlike Shopify, Toast does not separate these streams in its recurring revenue reporting. Instead, it combines both into a single recurring metric.

\n"},{"acf_fc_layout":"paragraph","content":"

Let’s unpack what that means and why it matters.

\n"},{"acf_fc_layout":"heading","text":"2.3.1. Creating New Business Metrics to Reflect Reality","level":"h4"},{"acf_fc_layout":"paragraph","content":"

Just like Shopify, Toast reports a standard line of recurring revenue, primarily tied to its software subscriptions plans. But given the scale and importance of its payment business, Toast goes a step further by introducing custom metrics to reflet how its model really works.

\n"},{"acf_fc_layout":"paragraph","content":"

In its 2024 financials, Toast introduced two non-GAAP metrics designed “to help evaluate its business, identify trends affecting its business, formulate business plans and make strategic decisions.”

\n"},{"acf_fc_layout":"paragraph","content":"

1 — Gross Payment Volume (GPV)

\n"},{"acf_fc_layout":"color_block","content":"

“Defined as the sum of total dollars processed through the Toast payments platform across Toast Processing Locations in a given period. GPV is a key measure of the scale of Toast’s platform, which in turn drives our financial performance. As Toast customers generate more sales and therefore more GPV, Toast generally sees higher financial technology solutions revenue.”

\n"},{"acf_fc_layout":"paragraph","content":""},{"acf_fc_layout":"paragraph","content":"

(source: Toast Announces Fourth Quarter and Full Year 2024 Financial Results)

\n"},{"acf_fc_layout":"paragraph","content":"

GPV reflects the overall volume of transactions flowing through Toast’s platform—not the revenue Toast itself earns. In 2024, GPV reached $159 billion, up from $126 billion in 2023. As restaurants process more sales through the platform, Toast earns a small percentage in transaction fees—so while GPV reflects customer activity, not Toast’s own revenue, it serves as a leading indicator of future payments-related income.

\n"},{"acf_fc_layout":"paragraph","content":"

2 — Annualized Recurring Run-Rate (ARR)

\n"},{"acf_fc_layout":"color_block","content":"

“In Toast’s 2024 financials, the Annualized Recurring Run-Rate is defined as:”

\n"},{"acf_fc_layout":"paragraph","content":"

“A key operational measure of the scale of Toast’s subscription and payment processing services for both new and existing customers.”

\n"},{"acf_fc_layout":"color_block","content":"

In other words, Toast’s ARR is an operational metric designed to capture the full scale of both subscriptions and payments, even though the latter is technically reoccurring, not recurring.

\n"},{"acf_fc_layout":"paragraph","content":"

“ARR is determined by taking the sum of (i) twelve times the subscription component of MRR and (ii) four times the trailing-three-month cumulative payments component of MRR.”

\n"},{"acf_fc_layout":"paragraph","content":"

This metric combines SaaS subscription revenue, and payment processing revenue (specifically, gross profit, not total volume).

\n"},{"acf_fc_layout":"table_block","paste_table":"","caption":"","is_first_column_header":false,"header_cells":[{"content":"(dollars in millions)","align":"left","colspan":"1"},{"content":"As of Dec 31, 2024","align":"left","colspan":"1"},{"content":"As of Dec 31, 2023","align":"left","colspan":"1"},{"content":"% Growth","align":"left","colspan":"1"}],"rows":[{"cells":[{"content":"Payments Annualized Recurring Run-Rate","align":"left","colspan":"1"},{"content":"$$794","align":"left","colspan":"1"},{"content":"$$589","align":"left","colspan":"1"},{"content":"35%","align":"left","colspan":"1"}]},{"cells":[{"content":"Subscription Annualized Recurring Run-Rate","align":"left","colspan":"1"},{"content":"$$832","align":"left","colspan":"1"},{"content":"$$629","align":"left","colspan":"1"},{"content":"32%","align":"left","colspan":"1"}]},{"cells":[{"content":"Total Annualized Recurring Run-Rate (ARR)","align":"left","colspan":"1"},{"content":"$$1,626","align":"left","colspan":"1"},{"content":"$$1,218","align":"left","colspan":"1"},{"content":"34%","align":"left","colspan":"1"}]}],"style":false},{"acf_fc_layout":"paragraph","content":""},{"acf_fc_layout":"heading","text":"2.3.2. Addressing Common Concerns","level":"h4"},{"acf_fc_layout":"paragraph","content":"

Is Toast inflating growth by including Payments?

\n"},{"acf_fc_layout":"paragraph","content":"

Not at all. Toast explicitly distinguishes ARR from revenue and cautions against over-interpreting it:

\n"},{"acf_fc_layout":"color_block","content":"

ARR should be viewed independently of (…) Toast’s revenue (…) and is not a forecast of future revenue.

\n"},{"acf_fc_layout":"paragraph","content":"

The inclusion of payments doesn’t artificially boost numbers. In fact, subscription and payments revenue are growing at similar rates, which supports the integrity of this approach.

\n"},{"acf_fc_layout":"paragraph","content":"

But are SaaS and Payment margins comparable?

\n"},{"acf_fc_layout":"paragraph","content":"

It’s a valid concern. SaaS revenue often has margins of 70–90%, while payments may hover around 20% due to third-party fees.

\n"},{"acf_fc_layout":"paragraph","content":"

To address this, Toast includes only the “adjusted payment service fees, exclusive of estimated transaction-based costs” from their payment solution in its ARR calculation—not total payment volume or gross revenue. This avoids inflating the figure and keeps the comparison with SaaS revenue meaningful.

\n"},{"acf_fc_layout":"paragraph","content":"

Toast explains its methodology clearly in its 2024 financial results:

\n"},{"acf_fc_layout":"color_block","content":"

Monthly Recurring Run-Rate (“MRR”), is measured on the final day of each month as the sum of (i) Toast’s monthly billings of subscription services fees, which we refer to as the subscription component of MRR, and (ii) Toast’s in-month adjusted payments services fees, exclusive of estimated transaction-based costs, which we refer to as the payments component of MRR.

\n"},{"acf_fc_layout":"paragraph","content":"

This means only net revenue from payments—after deducting fees paid to networks and processors—is included. It’s a more conservative and accurate reflection of the business’s recurring economic value.

\n"},{"acf_fc_layout":"paragraph","content":"

What do critics say?

\n"},{"acf_fc_layout":"paragraph","content":"

Some industry observers have raised concerns about Toast’s methodology. For instance, Alex Oppenheimer, in his article “Inventing ARR. Sorry Toast, but this just doesn’t make sense…”, argues that including payments in an Annualized Recurring Run-Rate could be misleading.

\n"},{"acf_fc_layout":"paragraph","content":"

While these perspectives are valid and highlight the importance of transparency in financial reporting, Toast’s methodology is clearly disclosed in its financial statements. By including only the net payments profit in its ARR, Toast aims to provide a realistic view of its revenue streams.

\n"},{"acf_fc_layout":"heading","text":"2.3.3. Key Takeaway: Transparency in a Blended Model","level":"h4"},{"acf_fc_layout":"paragraph","content":"

In a nutshell, while payment revenues are technically reoccurring, Toast includes them in a consolidated Annualized Recurring Run-Rate (ARR) to better reflect how the business operates. This isn’t about inflating growth. And to ensure consistency in margin comparison, Toast reports only the gross profit from payments, not the full payment volume.

\n"},{"acf_fc_layout":"heading","text":"2.4. Different Philosophies, Both Valid","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Both Shopify and Toast’s approaches are legitimate — they simply reflect different ways of thinking:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Shopify prioritizes clarity and consistency, reporting only predictable subscription income in its MRR."},{"text":"Toast favors a more holistic view, blending subscriptions and payments to reflect how the business actually operates."}]},{"acf_fc_layout":"paragraph","content":"

At Upflow, we align more closely with Toast’s philosophy — and in the next section, we’ll explain why.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"3. How We Report Revenue at Upflow","level":"h2"},{"acf_fc_layout":"heading","text":"3.1. Why Toast’s Model Works for Us","level":"h3"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we share a similar philosophy to Toast when it comes to revenue reporting —because it aligns with how we see our business today and where it’s going.

\n"},{"acf_fc_layout":"paragraph","content":"

We believe Shopify is far more than just an e-commerce SaaS platform — it’s building the infrastructure of a modern fintech company. That’s why “Merchant Solutions” (including Payment solution) now account for nearly 75% of its total revenue.

\n"},{"acf_fc_layout":"paragraph","content":"

But when more than half of your business comes from non-subscription activities, relying on a reporting metric that only reflects the SaaS portion gives an incomplete picture. This approach doesn’t fully reflect how we operate at Upflow — and we believe transparency calls for a broader view.

\n"},{"acf_fc_layout":"paragraph","content":"

Putting it in perspective within our mission to “Revolutionize how B2B businesses get paid”, we’re not just building a SaaS platform. We’re also building a complete Financial infrastructure that will one day offer both Payment and Financing solutions. These aren’t side features, they’re core components of our business model.

\n"},{"acf_fc_layout":"paragraph","content":"

So when we look at Upflow’s performance, we need a metric that reflects the full scope of operations—not just our SaaS revenue. Like Toast, we believe a consolidated ARR helps paint a clearer picture of how the business is truly performing.

\n"},{"acf_fc_layout":"heading","text":"3.2. How we calculate our combined ARR at Upflow","level":"h3"},{"acf_fc_layout":"paragraph","content":"

At Upflow, our approach to ARR has evolved alongside our product and business maturity.

\n"},{"acf_fc_layout":"paragraph","content":"

In the early days, we calculated ARR using Gross Payment Revenue. The goal was to focus on growing usage and payment volume, not just optimizing margins. Since margins in payments come from scale, we saw this as a volume-driven game, and wanted our revenue metrics to reflect that scale.

\n"},{"acf_fc_layout":"paragraph","content":"

Today, as our payments business matures, we’ve adopted Toast’s exact methodology to bring our reporting in line with market and investors expectations. That means our ARR now reflects both the predictability of our SaaS subscriptions and the real economic contribution of payments, while smoothing out short-term volume fluctuations.

\n"},{"acf_fc_layout":"paragraph","content":"

Here are the two components included in our Total Annualized Recurring Run-Rate (ARR) :

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"SaaS ARR = MRR x 12 (MRR includes contract-based, subscription revenue from our platform)"},{"text":"Payments ARR = L3M Payment Profit x 4 (where Gross Profit = Gross Payment Revenue - transaction-related costs)"}]},{"acf_fc_layout":"paragraph","content":"

The exact formula of our Total ARR is then:

\n"},{"acf_fc_layout":"paragraph","content":"

Total ARR = (12 * SaaS component of MRR) + (4 * 3-month trailing gross payments profit)

\n"},{"acf_fc_layout":"heading","text":"3.3. Why This Change Matters","level":"h3"},{"acf_fc_layout":"paragraph","content":"

This shift allows us to track and communicate the full scope of our revenue streams without overstating what’s actually retained by Upflow. By transitioning to a profit-based calculation, we better reflect the true economics of our payments business while keeping our Annualized Recurring Run-Rate consistent, predictable, and investor-ready.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Final Thoughts: What Metrics Should Reflect","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As SaaS businesses evolve, so must the way we report and interpret revenue.

\n"},{"acf_fc_layout":"paragraph","content":"

In the past, MRR and ARR were straightforward metrics rooted in subscription-only models. But today, many companies — including Upflow — operate with hybrid revenue streams, blending SaaS, Payments (and soon Financing). In this new reality, reporting only subscription revenue provides an incomplete and often misleading view of business performance and cross selling opportunities that are baked into our strategic business vision.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s why companies like Toast are redefining how ARR is calculated — by including usage-based or reoccurring revenues that behave with stability and scale. And it’s why others like Shopify, while taking a more conservative and segmented approach, are increasingly viewed as fintech players, not just SaaS platforms anymore.

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we believe our revenue reporting should reflect the full picture of how our business operates — not just the part that’s easiest to quantify. Today, we also transitioned to margin-based reporting — because that’s the most transparent and honest way to communicate the strength of our model, while conforming to the expectation of the market regarding the strong margins of our revenues.

\n"},{"acf_fc_layout":"paragraph","content":"

In short: Metrics should match your model. And at Upflow, we’re committed to using metrics that reflect the full scope of the value we deliver.

\n"},{"acf_fc_layout":"paragraph","content":"

We hope this blog post helped clarify how we think about revenue reporting for hybrid re-occurring business — and why it reflects the way they derive value from multiple product lines. If you have thoughts, questions, or just want to chat, we’d love to hear from you — feel free to reach out!

\n"},{"acf_fc_layout":"heading","text":"FAQs","level":"h2"},{"acf_fc_layout":"article_faq","items":[{"question":"Why does Upflow include the Payment activity in its ARR?","answer":"

Because payments are a core part of our product, not a side feature. Excluding them would understate how our business operates today. That said, we follow a margin-based approach (like Toast), which means we only include the net revenue from payments—ensuring the figure remains conservative and aligned with SaaS economics.

\n"},{"question":"Isn’t including payments in ARR misleading?","answer":"

We understand the concern—and that’s exactly why we’re careful about how we include it. We don’t use gross volume or inflated metrics. Instead, we base our ARR on Payments margins (after subtracting network, processing costs and all related costs). This approach reflects true economic value, not just activity.

\n"},{"question":"How is Upflow’s revenue model different from a traditional SaaS company?","answer":"

Upflow operates with a hybrid model. While SaaS subscriptions remain a foundation, a growing share of our business comes from payment services—and soon, financing. Our revenue isn’t just contract-based; it’s also usage-based. That’s why our ARR needs to reflect both sides of the business.

\n"},{"question":"Will you include financing revenue in ARR in the future?","answer":"

Yes—eventually. As we build out our financial infrastructure, financing will become a core product line. Once it reaches the right maturity, we’ll include it in our ARR using the same margin-based principles we apply to payments today.

\n"}]}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10619,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"April 22, 2025","publishedAtIso":"2025-04-22T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"OKRs: Getting Started in an Early-Stage Company","description":"Learn how to implement the OKR methodology for your early-stage company and navigate the first 12-15 months of adoption. We share our personal insights using this framework and provide templates to help you get started.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/04/okrs-getting-started-in-an-early-stage-company.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/okrs-getting-started-in-an-early-stage-company","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Louis Bidou","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/11.png","description":"

Louis is the Director of Operations at Upflow, where he connects strategy, people, and execution across the organization. He joined Upflow as Chief of Staff before stepping into his current role, giving him a rare end-to-end perspective on how a high-growth SaaS company evolves from the inside.

At Upflow, Louis built the company’s operating system from the ground up, creating the structures and rhythms that keep teams aligned and decisions moving as the business scales.

On the Upflow blog, Louis writes from the inside out. His articles cover the practicalities of building and scaling a startup, from setting up OKRs and defining operating principles to what the Chief of Staff role really looks like day-to-day. His writing is a resource for operators, early employees, and founders navigating the messier, less-talked-about side of company building.

\n","position":"Director of Operations at Upflow","slug":"$undefined"}},"acf":{"seo_title":"OKRs: Getting Started in an Early-Stage Company","seo_description":"Learn how to implement the OKR methodology for your early-stage company and navigate the first 12-15 months of adoption. We share our personal insights using this framework and provide templates to help you get started.","body":[{"acf_fc_layout":"heading","text":"Introduction","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Many articles have been written on the OKR methodology, most of them approaching the matter from a quite theoretical angle. This is great and very much necessary. We, operators, do not need to reinvent the wheel but instead can leverage this excellent framework to align everyone in our organization.

\n"},{"acf_fc_layout":"paragraph","content":"

But when we decided to implement the OKR methodology with more attention at Upflow, tapping into this knowledge did not give us a clear understanding of how to translate it operationally in a series A company (growing fast from 20 to ~100 people).

\n"},{"acf_fc_layout":"paragraph","content":"

This article is an attempt to share our experience adapting the methodology to our context. We hope it will be a reference point for other early-stage companies willing to get started with OKRs, and wondering how to navigate the first 12-15 months of adoption.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The theory, briefly","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Early days","level":"h3"},{"acf_fc_layout":"paragraph","content":"

The creation of the OKR methodology is attributed to Andy Grove, former CEO of Intel, back in the 1970s. He taught John Doerr, now a venture capitalist, who wrote a famous book “Measure What Matters”. Since then, many successful companies leveraged OKRs to start and scale their organizations: Google, Microsoft, Amazon… It is now likely that any successful startup we look up to uses OKR.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Benefits of using OKRs","level":"h3"},{"acf_fc_layout":"paragraph","content":"

The OKR methodology invites every level of the organization to take a step back, and define goals and measurable results for the foreseeable future.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"OKRs allow all teams to focus and rally behind a small set of carefully chosen priorities."},{"text":"It provides a method for the entire organization to align its goals at every layer with its ultimate purpose."},{"text":"It creates commitment from the parties involved to choose and stick to agreed-upon priorities."},{"text":"It allows teams to track their progress toward a goal and know earlier when to change tactics."},{"text":"It empowers teams to set goals that stretch beyond “business as usual”, and make significant, meaningful changes."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What are OKRs","level":"h3"},{"acf_fc_layout":"paragraph","content":"

The OKR methodology ensures everyone works on the same important priorities throughout the organization. It invites us to build a cascade of objectives (directions) and key results (milestones) at the company, department, and contributor level.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/04/okr-structure-mission-to-teams-scaled.png","caption":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

An Objective describes what is to be achieved, where you want to go. It is qualitative, action-oriented, and inspirational. It can be long-lived and roll over from one period to another. Its benefits are to clarify the direction or outcome you are working towards, it prevents fuzzy thinking and ineffective execution.

\n"},{"acf_fc_layout":"paragraph","content":"

A Key Result describes how to get to the objective. It is a milestone, measurable, and time-bound to the period you run OKRs on (often, quarters). It thus evolves every quarter as you progress. Its benefits are to measure your progress to attainment. There is no grey area whether you reach it on not.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/okrs-6.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Source: What is an OKR? Definition and Examples – What Matters

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

Here are two examples

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/screenshot-2023-03-30-at-5-37-34-pm-6.png","caption":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Why and how adopting OKRs at Upflow","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

Since Upflow started, the team always ran on a simple version of the OKR methodology, driven by our CEO. This definitely helped roll it out further, because (A) the CEO has been a promoter of the methodology and actively sponsored the initiative since the early days, and (B) we already had a small history with OKRs upon which we could build.

\n"},{"acf_fc_layout":"paragraph","content":"

We decided to push our OKR implementation further a few months after raising our series A, when I joined as Chief of Staff. As we will discuss in more detail later in this article, this move is easier to perform when you have someone in charge. At that time, we were a team of 30 people, growing fast.

\n"},{"acf_fc_layout":"paragraph","content":"

One of our operating principles is to work in small batches with the long term in mind. We strive to work using the 80/20 rule (or Pareto principle) – and have applied that principle to this OKR project too. We felt and still feel that adopting a step-by-step approach is the right way to go at our stage. Why?

\n"},{"acf_fc_layout":"paragraph","content":"

Because we are not Intel or Google (yet!). No one at Upflow is that far from the vision/mission (ie. founders) of the company to need a cutting-edge planning and reporting process. Given we are less than 100, our team is mostly made of people with an entrepreneurial mindset, at ease without a super strict and by-the-books organization. And in any case, we do not have the bandwidth and man power to set up a team fully dedicated to animating the creation and tracking of our OKRs. So we started simple, because it’s the best we can do, but most importantly because it is more than enough at our stage. We just needed to unlock the most powerful features of OKRs with minimal investment.

\n"},{"acf_fc_layout":"paragraph","content":"

In the following sections, we will present how we navigated our first 12-15 months with the OKR methodology.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Step 1 - We enabled people on the methodology","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"With common knowledge…","level":"h3"},{"acf_fc_layout":"paragraph","content":"

First things first, we started with building some internal documentation (on our knowledge base, Notion) about the OKRs, to ensure everyone had a similar understanding of the key components of the methodology, and how we want to translate it operationally at Upflow.

\n"},{"acf_fc_layout":"paragraph","content":"

Here is what’s included in this documentation:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"Why using OKRs (see above “Benefits of using OKRs”)"},{"text":"What are OKRs (see above “What are OKRs”)"},{"text":"How to prepare your team/department OKRs"},{"text":"How to track progress in our OKR tool"}]},{"acf_fc_layout":"paragraph","content":"

Not only did we try to keep the document as light as possible, we also wanted to make it approachable for everyone, regardless of their favorite way to learn. To do so, we embedded Loom videos at the beginning of each category, where I orally explained the content. This way, people could choose between reading the document or watching a series of four 5-min videos, as a small online & async training.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/team-okrs-6.png","caption":""},{"acf_fc_layout":"paragraph","content":"

The outline of our internal documentation on OKRs.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"… and a tool.","level":"h3"},{"acf_fc_layout":"paragraph","content":"

You understood it from the 4th category: we immediately got a tool to log OKRs and track progress during the quarter.

\n"},{"acf_fc_layout":"paragraph","content":"

We have been using Lattice for a long time now to power our 1:1s, 360 reviews, and engagement surveys – and it also offers an OKR feature. We saw several benefits, among them: not adding another tool fully dedicated to OKRs while we were not yet mature on their implementation, and being able to visualize OKR progress next to everyone’s 1:1 agendas easily. So we gave it a go!

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/lattice-okrs-6-scaled.png","caption":""},{"acf_fc_layout":"paragraph","content":"

On Lattice, individuals’ progress toward the OKRs that they own is reflected in the 1:1 page with their manager.

\n"},{"acf_fc_layout":"paragraph","content":"

At our stage, we could have also started with a nice Notion dashboard or even a spreadsheet. A good tool (whatever it is) appeared to be a necessary but not sufficient condition for the adoption of OKRs internally. In any case, it is necessary to have a tool to support the process – otherwise, it may fail – but founders’ sponsorship, discipline, and many other factors are also key to making it work. So we’d recommend not over-engineering it too soon: a good spreadsheet or Notion note could do.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Step 2 - We rolled it out at the department level, starting with Business and cross-functional teams","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Focusing on the department level…","level":"h3"},{"acf_fc_layout":"paragraph","content":"

As suggested in the 3rd section of our documentation (see above, step 1), we decided to start our OKR implementation focusing on the department/team level. Ultimately, and as per the “theory”, OKRs will be rolled out at the company level, the team level, and the individual level. To start, we picked only the level lying in the middle: the department/team.

\n"},{"acf_fc_layout":"paragraph","content":"

Being a team of 30 people at this time, everyone could relatively easily connect to our vision and mission, and we thus felt we didn’t need a very detailed set of OKRs at the company level. We also thought that OKRs at the individual level were not the priority: as our teams were quite small, it was easy for our teammates to relate to (and even own) the priorities of their departments.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"… and only the Business and cross-functional team.","level":"h3"},{"acf_fc_layout":"paragraph","content":"

More than that, we narrowed it down further to only our Business and cross-functional teams.

\n"},{"acf_fc_layout":"paragraph","content":"

For context, our structure looked like this:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"

Product & Engineering - reporting to our co-founder & CTPO

Product (scoping what we need to build)
Design (designing what we need to build)
Engineering (building what we need to build)
Data (ensuring we make data-driven choices)
Security (keeping our customers and us safe)

"},{"text":"

Business - reporting to our co-founder & CEO

Business Development (generating opportunities from outbound)
Marketing (generating opportunities from inbound)
Alliances / Partnerships (generating opportunities from indirect channels)
Sales (closing new business)
Success (ensuring retention and generating expansion)
Business Operations (helping the above scale)

"},{"text":"

Cross-functional - reporting to our co-founder & CEO

Finance
Talent & People
Founders Office

"}]},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/04/org-chart-2-scaled.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Upflow’s organization.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Supported by 10 recommendations…","level":"h3"},{"acf_fc_layout":"paragraph","content":"

We were and are convinced that rolling out OKRs should help our teams, not hold them back or slow them down. We shouldn’t implement a new process for the sake of it, but ensure the benefits are net positive for the organization.

\n"},{"acf_fc_layout":"paragraph","content":"

We thus came up with those 10 recommendations (logged in the 3rd section of our documentation, see above, step 1) to help the team leads write their team’s OKRs.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

1 — Your team’s OKRs is not a list of team members’ OKRs

\n"},{"acf_fc_layout":"paragraph","content":"

Your team’s OKRs should be an independent set of priorities. You are free to work on personal OKRs with each of your team members — even though Upflow does not ask you to. But your team’s OKRs should be another set of OKRs encompassing your team’s efforts, not a list of all your team members’ OKRs.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/04/okr-structure-company-view-1.png","caption":""},{"acf_fc_layout":"paragraph","content":"

OKR cascade from the department level to the individual level.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

2 — Before you start, look to the company strategy

\n"},{"acf_fc_layout":"paragraph","content":"

Your team’s OKRs should be grounded in the company’s current strategy. So before you start drafting them, make sure you’re aligned with your manager or the founders on the company direction for the upcoming quarters. One of the values of OKRs is to provide alignment — it starts here.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

3 — Keep it to maximum 3 Objectives

\n"},{"acf_fc_layout":"paragraph","content":"

One value of the OKR methodology is to drive focus around a set of carefully chosen Objectives. A goal-setting exercise is a lot about prioritization. You should expect to experience this feeling of having to say no for now, to deprioritize — it’s normal, healthy, and actually what we are looking for here. We encourage you to write down what is not a priority for the upcoming quarters. It appears to be very helpful to draw clear lines between what should be and what shouldn’t be your focus.

\n"},{"acf_fc_layout":"paragraph","content":"

Keep in mind that it shall start here. Do not jump into working on your Key Results just yet. Take a step back on the “why” of the company and your team, and explicit your Objectives for the quarters. Only then, you may come up with meaningful Key Results.

\n"},{"acf_fc_layout":"paragraph","content":"

So please, keep your team’s OKR to a maximum of 3 Objectives.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

4 — Provide strategic context behind each Objective

\n"},{"acf_fc_layout":"paragraph","content":"

As you start working on your team Objectives and drawing a very explicit line from those to the company strategy, take a moment to document the strategic context behind each of your team’s Objectives.

\n"},{"acf_fc_layout":"paragraph","content":"

Ask yourself why you plan to work on this Objective. Do it three or five times. With your findings, provide strategic context behind each by formulating the why in writing with 2-3 sentences.

\n"},{"acf_fc_layout":"paragraph","content":"

This Objective’s strategic context will be added in its description on Lattice.

\n"},{"acf_fc_layout":"color_block","content":"

Example

Objective — Increase employer branding

Strategic context — Upflow wants to revolutionize how B2B companies get paid, a very ambitious goal. To get there, we will grow our headcount fast and compete on talent with top startups worldwide. Many new hires share a few weeks after they join that they are very much impressed by the maturity of the team and the general execution, meaning our employer branding doesn’t translate this message fully earlier in the hiring funnel yet. We need to increase the awareness around Upflow as best place to work and great growth opportunities in the candidates’ community.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

5 — Start with action verbs, and be understood

\n"},{"acf_fc_layout":"paragraph","content":"

Another value of the OKR methodology is to create commitment from the parties involved. To do so, start all your O & KR with an action verb.

\n"},{"acf_fc_layout":"paragraph","content":"

Also, OKRs are public to everyone at Upflow. Anyone can go on Lattice, navigate the cascade of objectives and key results across all teams, and get a sense of what are the current priorities and progress. So write your O & KR in a way that is understandable to us all. Take someone very far from your specialty, and ask yourself, “Is he going to get it?”, if not, reformulate, write simpler.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/okr-example-7.png","caption":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

6 — KR are not for business-as-usual

\n"},{"acf_fc_layout":"paragraph","content":"

As you understand, the OKR methodology has many values. One of them is to empower teams to set goals that stretch beyond “business as usual”, and make significant, meaningful changes.

\n"},{"acf_fc_layout":"paragraph","content":"

An easy trap is to write KRs meant to simply continue (not particularly improve) a current situation. OKRs should describe a specific focus of your team intended to make the company progress beyond the day-to-day. So write your KRs as changes to our current situation, not as a description of how they will make it persist.

\n"},{"acf_fc_layout":"paragraph","content":"

It doesn’t mean that your KRs can’t cover any day-to-day item (ie. close X deals) but take this opportunity to craft them to drive a meaningful change, for instance on a subset you can improve (ie. close X% of our deals in this new geography, or on this new typology of clients).

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/okr-example-2-6.png","caption":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

7 — KRs are black-or-white and measurable

\n"},{"acf_fc_layout":"paragraph","content":"

A good KR is a KR that is easy to identify as complete or incomplete. Be specific. There should be no gray area. At the end of the quarter, your team’s progress toward the KR should be unequivocal. Watch out, not making your KR black-or-white is a very common mistake.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/screenshot-2023-03-30-at-5-22-06-pm-6.png","caption":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

8 — KRs have a single owner and a due date

\n"},{"acf_fc_layout":"paragraph","content":"

OKRs create commitment. To do so, assign a single owner and a due date to each of your team’s KR. It can be you, as team lead, or someone else owning the delivery and completion of the KR.

\n"},{"acf_fc_layout":"paragraph","content":"

Also, be smart about the way you set due dates. Don’t put them all on the last day of the quarter. Some KRs need to be completed earlier to either enable others or yield results. Use OKR to build anticipation in your team’s rhythmics.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/screenshot-2023-03-30-at-5-22-58-pm-6.png","caption":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

9 — Identify your KR types

\n"},{"acf_fc_layout":"paragraph","content":"

Depending on the stage of development of the objective you are working on, key results can be of different types. They can focus on other things than the outcome, as long as they are real commitments. Identify if your key results are a discovery, input, output, or outcome type. It will be helpful to align expectations.

\n"},{"acf_fc_layout":"paragraph","content":"

People often think that OKRs are only meant to drive amazing results (outcome-driven). But it is important to be able to accept that an initiative may not be mature enough to think in outcomes just yet, and that it can actually be best to use a discovery or input KR to kickstart a project.

\n"},{"acf_fc_layout":"paragraph","content":"

The KR type will be added in its description on Lattice.

\n"},{"acf_fc_layout":"color_block","content":"

Example
\n

KR input — Organize 4 Product training for Success team members, by April 30 — James
KR output — Increase opportunity-to-client conversion rate from 17% to 25%, by June 30 — Sandra
KR outcome — Decrease churn on Tier 2 clients from 5% to 2%, by June 30 — Jane

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/okr-stage-6.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Source: Reforge

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

10 — Craft tasks behind each KR

\n"},{"acf_fc_layout":"paragraph","content":"

Once your Key Result is defined, align around a pragmatic plan for how to get there. Work on your battle plan in writing, make it explicit. It can absolutely (and likely will) be modified as you start executing and learning new information.

\n"},{"acf_fc_layout":"paragraph","content":"

Well-crafted tasks help define what resources and steps are going to be necessary to complete your KR. It’s not critical that you get everything right up front, it is just critical that you have a believable plan.

\n"},{"acf_fc_layout":"paragraph","content":"

This step can be done together with your team. It is actually a good way to bring them on board.

\n"},{"acf_fc_layout":"paragraph","content":"

These tentative battle plans will be added in its Key Result description on Lattice.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/screenshot-2023-03-30-at-5-27-31-pm-6.png","caption":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"… and a template.","level":"h3"},{"acf_fc_layout":"paragraph","content":"

More than that, we very early on built a template that team leads could follow when preparing their team’s OKRs for the quarter. The goal was both to save them time preparing and to save time for the Chief of Staff and the CEO when reviewing the use of the methodology and the proposed priorities.

\n"},{"acf_fc_layout":"paragraph","content":"

Here is what it looked like in the early days. We invite team leads to complete the sections in orange. We propose later in the article a version of this template updated with our latest learnings.

\n"},{"acf_fc_layout":"color_block","content":"$56"},{"acf_fc_layout":"heading","text":"Retro-planned to get started on day 1","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Pulling out OKRs across several teams requires planning and sound execution. That’s why we paid attention to communicating early with the stakeholders on what was expected from them.

\n"},{"acf_fc_layout":"paragraph","content":"

We want our quarters to start on day 1. For instance, Q2 shall start on April 1, not April 20 because we take the first 3 weeks of the quarter wondering what shall be our priorities. So strong anticipation is built into our planning. We start thinking about OKRs one month before the previous quarter ends – especially for department-level OKRs: it’s the duty of managers to ensure their team can hit the ground running on day 1 of the quarter. For instance, we start planning for Q2 on Mar 1 to be ready on Apr 1.

\n"},{"acf_fc_layout":"paragraph","content":"

Our retro-planning looked like this in the early days (it’s evolved, as we will see in step 5). For simplicity, let’s assume we want to define our OKRs for Q2.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"⏱️ Mar 1 — The Chief of Staff (or CEO) kickstarts the OKR preparation for Q2, sharing the resources and template available again."},{"text":"✍️ Week #1 to #3 of March — Each team lead prepares a set of Q2 OKRs for their team, and anticipates dependencies with their peers. It is a bottom-up preparation process happening within the departments. The Chief of Staff remains available whether they have any questions."},{"text":"👀 End of week #3 of March — All team leads send their OKRs proposal to the Chief of Staff for a first review and anticipate and prepare for the CEO’s questions."},{"text":"🤝 Week #4 of March — Each team lead meets 1:1 with the CEO (in the presence of the Chief of Staff) to present their priorities, seek feedback and thoughts, and get formal approval."},{"text":"📊 Before April 4 — Finalize tracking of Q1 OKRs. And add Q2 OKRs to our tool (Lattice). As owner of the planning process, and both to save time for team leads and to ensure OKRs are set up properly in our tool, the Chief of Staff takes care of entering every team’s objectives and key results on Lattice. It takes me an hour to set it up correctly, while it could take several hours for the team leads to do it and possibly miss something out. We are small enough to do things that don’t scale but promote a fast execution."},{"text":"📣 First Friday of Q2 — Each team lead presents progress towards their team OKRs last quarter, and their priorities for the upcoming quarter, to the whole team during a 90-min all-hands meeting."},{"text":"🚀 Q2 officially starts."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Step 3 - We added a light company level","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

After two quarters running with only the team-level OKRs, we felt it was time to enrich our practice and add a light company level in order to (A) reinforce alignment across the departments, and (B) to enable every team member to link their priorities to the company-level and thus reinforce a sense of purpose.

\n"},{"acf_fc_layout":"paragraph","content":"

We kept it nice and short, for the reasons listed above: we were still small enough (~50 people of the entrepreneurial type) to be happy with something high-level.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Beta of Company Objectives","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Our “beta version” of company objectives was the following. We decided on purpose to keep it quite generic, yet meaningful. It helped people relate to a high-level goal at the organization’s level.

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"

Prove acquisition repeatability on 2+ channels

We would simply tie all TOFU (Top Of The Funnel: Business Development, Marketing, Alliances) and MOFU (Middle Of The Funnel: Sales) functions’ efforts to this objective.

"},{"text":"

Win customers’ loyalty

The Success team’s OKRs would be nested under this one.

"},{"text":"

Gather and build an inspired team

The Talent and People team would contribute to this objective.

"},{"text":"

Control our corporate destiny

And the Finance team to this last one.

"}]},{"acf_fc_layout":"paragraph","content":"

Looking backward, this set is far from perfect. If they are problem-oriented, actionable, and relatively focused and cohesive, they are not very opinionated (they don’t translate a strong opinion of what to do and not to do). But that’s ok. I’d even say it was expected. This is working in small batches, following the 80/20 rule. You don’t get it right on the first shot – but you solve a big portion of the pain point (here, the team wanted to relate to a higher-level priority) with minimal investment, and can easily change as you mature. So overall, we were happy with this set of company objectives.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Beta of Company Key Results","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Same logic here. In a group of 50 people, working on demonstrating the strong repeatability of their revenue generation engine, one metric mattered: ARR.

\n"},{"acf_fc_layout":"paragraph","content":"

So our one and only company KR was our ARR target, as defined in our budget. It was simple to break it down into quarterly targets, and then follow progress on a monthly basis, and even in real-time (weekly).

\n"},{"acf_fc_layout":"paragraph","content":"

Again, far from perfect – but it did the job really well of aligning everyone behind one metric that encompasses everyone’s contribution.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/04/okr-structure-mission-cascade-1-scaled.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Example of our simplified OKR cascade.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Step 4 - We onboarded the Product & Engineering teams","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

After another two-quarters of iterations on our implementation of the OKR methodology at the department (Business and cross-functional only) and company level, our Product & Engineering team expressed interest in joining the party. Note that it could 100% have been the other way around: starting OKRs with the Product & Engineering team, and scaling it to the Business and cross-functional functions. The key point is to start somewhere and ensure it eventually deploys to the entire organization.

\n"},{"acf_fc_layout":"paragraph","content":"

With about a year of “local experience” running OKRs in the Business and cross-functional teams, we shared with the Product & Engineering leaders our best practices, resources, and templates. We held a meeting where the Chief of Staff replied to their questions and shared a few additional insights. Nothing ground-breaking, basically going through them the first 3 steps of this article.

\n"},{"acf_fc_layout":"paragraph","content":"

We kept the same planning calendar and foresaw an opportunity to improve cross-collaboration, especially with the Business team. I, as Chief of Staff, thus encouraged everyone on all sides to talk to each other, and anticipate the dependencies between their projects and priorities. For instance, the Marketing team may want to implement a CMS to autonomously iterate on the pitch on our website – but this would impact the Engineering team. Better safe than sorry, the Marketing and Engineering leaders shall take a moment to align on the expectations to ensure this CMS project can be delivered smoothly (or decide to postpone it).

\n"},{"acf_fc_layout":"paragraph","content":"

On top of orally encouraging leads to talk to each other while preparing their departments’ OKR, we added to the template placeholders so they can point each of their department Objectives toward a company Objective. We also added this additional checkbox at the end :

\n"},{"acf_fc_layout":"color_block","content":"

I anticipated the dependencies of my OKRs with other teams and discussed them explicitly with my peers. I am positive I will have the support I need from other teams to succeed.

\n"},{"acf_fc_layout":"paragraph","content":"

We then sort of assumed everything would organically go right.

\n"},{"acf_fc_layout":"color_block","content":"$57"},{"acf_fc_layout":"heading","text":"Step 5 - Reinforcing cross-collaboration","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

In the first quarter, we implemented OKRs in the Product & Engineering team worked quite well. Their leadership found it useful to go beyond the day-to-day and steer changes in the team behaviors (ie. implement a new process). They saw the methodology as a great tool to (A) align the Business and Product & Engineering teams, and (B) to provide a clear understanding of how the Product initiatives/roadmap are linked to the company priorities.

\n"},{"acf_fc_layout":"paragraph","content":"

One important thing that could have been done better is the cross-collaboration when the team leads were preparing their departments’ OKRs. They could have engaged in better communication.

\n"},{"acf_fc_layout":"paragraph","content":"

To address this issue (in small batches), we proposed adding a new step to our planning calendar. We also leveraged this opportunity to add a second new step and reinforce the communication on the company direction.

\n"},{"acf_fc_layout":"paragraph","content":"

Here is what our new planning calendar “in W” looks like, again in the example of preparing for Q2.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"⏱️ Mar 1 — The founders kickstart the OKR preparation for Q2 in a meeting, gathering all the team leads. They reiterate the company direction short-term (for the next ~2 quarters), and answer questions. The Chief of Staff follows up by sharing the resources and template available."},{"text":"✍️ Week #1 + #2 of March — Each team lead prepares a set of Q2 OKRs for their team, and anticipates dependencies with their peers. It is a bottom-up preparation process happening within the departments. The Chief of Staff remains available whether they have any questions."},{"text":"👥 End of week #2 of March — All team leads gather in a 90-min meeting, in the presence of the founders’ office. In silence, they take time to read and review the proposals of each of the other team leads, and ask questions by commenting on the Notion notes. At the same time, they reply to the comments that are made on their team’s note. Toward the end of the session, if there is some time left, we engage in a live discussion to align everyone - or take it out of the meeting. (This step is inspired by Partoo)"},{"text":"✍️ Week #3 of March — Team leads integrate others’ feedback on their teams’ proposal, and meet to address the last alignment issues."},{"text":"👀 End of week #3 of March — All team leads send their OKRs proposal to the Chief of Staff for a review, and anticipate and prepare for the CEO’s questions."},{"text":"🤝 Week #4 of March — Each team lead meets 1:1 with the CEO (in the presence of the Chief of Staff) to present their priorities, seek feedback and thoughts, and get formal approval."},{"text":"📊 Before April 4 — Finalize tracking of Q1 OKRs. And add Q2 OKRs to our tool (Lattice). As owner of the planning process, and both to save time for team leads and to ensure OKRs are set up properly in our tool, the Chief of Staff takes care of entering every team’s objectives and key results on Lattice. It takes me an hour and is set up right, while it could take several hours for the team leads to do it and miss some things. We are small enough to do things that don’t scale but promote a fast execution."},{"text":"📣 First Friday of Q2 — Each team lead presents progress towards their team OKRs last quarter, and their priorities for the upcoming quarter, to the whole team during a 90-min all-hands meeting."},{"text":"🚀 Q2 officially starts."}]},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/04/planning-calendar-1-scaled.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Example of strategic planning calendar for Q2.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"We will keep rolling it out and improving it in small batches","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

Our OKR journey is just starting. There is a lot to improve in our setup, and we know we will need to change it all when we outgrow our current practice.

\n"},{"acf_fc_layout":"paragraph","content":"

Here are a few limits/opportunities that we foresee. They are neither exclusive nor ranked by importance.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"More thoroughly frame our OKRs at the company level. Our current setup works, but we could build a stronger and more opinionated set of company OKRs, which could provide the team with a healthy top-down direction, supporting everyone in deciding what to prioritise day-to-day."},{"text":"Support individuals who want to build their own individual OKRs. At the moment, we do not invite our team members to build individual OKRs. But it could make sense as we grow. We, on occasion, already see some team leads supporting some of their direct reports to do so but did not run any enablement session for everyone yet."},{"text":"Reassess our tooling. Lattice’s OKR feature has been working well for us so far. But we will likely need to benchmark the market, understand what tool companies 3 to 5 years ahead of us use, and assess if it could make sense to migrate now. Upflow implemented Salesforce with a team of 3 Business people, it’s in our DNA to anticipate tooling and adopt the best-in-class option that can scale effectively."},{"text":"Simplify the tracking of our KRs. For now, KRs can be tracked on a $ scale, a # scale, or in percentage. Assessing a precise percentage of completion for some KRs is not always easy. For instance, if one of my KR is to write a blog post on our OKR implementation, what’s the unequivocal milestone that tells me I’m at 20%, 50%, 75%, or 90% completion? It may actually be easier to select between 4 options, such as “Not started”, “Early progress”, “Good progress”, “Completed”. If I had to stop writing this article now, I’d likely pick “Good progress”."},{"text":"Improve the quarterly communication around our OKRs, especially the way we deliver them on a quarterly basis to the whole team. For now, we organize a Business Quarterly Review on the first Friday of the quarter and a Product Quarterly Review on the second Friday of the quarter. We could think about making it a single meeting where all teams gather, and publicly retrospect and present their priorities for the new quarter to the team."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Key learnings","level":"h2"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

To conclude, I want to leave you with a few learnings we have learned on our journey:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"Get the founders’ active sponsorship. Most (to not say all) company-wide initiatives won’t work if you do not get the explicit buy-in of the ultimate decision-makers: the founders. You will need their top-down support to make it work."},{"text":"Never forget why you implement OKRs. Don’t do OKRs for the sake of doing OKRs. It is supposed to help the organization, not hold it back or slow it down. Keep it all as simple as possible at any point in time. At our stage, we think that OKRs are mostly here to help people (A) know how their work contributes to the big picture, and (B) get a clear context in hand to be able to say “yes” or “no” to projects coming on the fly during the quarter. Your implementation shall ensure this is addressed, and it can be done in a very scrappy way."},{"text":"Get someone who owns the OKR process. It may be a Chief of Staff, Strategic Project Manager, or Operator. It is very important to have a clear point of contact, and someone in charge who will ensure this planning exercise is successful. If you don’t publicly give this mandate to someone, chances are that the ball will often fall between players and that this OKR process will be very taxing for your team. It is a full-time job, at least for a few weeks every quarter."},{"text":"Anticipate (a lot) your retro-planning. We found it best practice to prepare early so our quarters can start on day 1. Start sooner rather than later, and keep animating this planning exercise (again, it’s best to have an owner)."},{"text":"Embed formal cross-collaboration moments during the preparation phase. Cross-collaboration is complex, we recommend explicitly making some room for it, and supporting it with prepared rituals. Don’t assume it will happen organically."},{"text":"Challenge the tracking of the KRs during the preparation phase. We had a few examples when one month passed in the quarter, and we realized that the teams’ did not have handy a proper way to assess progress toward their KR. They could be missing a dashboard or clarification on a definition. Ensure at the beginning of the quarter that every KRs can be easily tracked."},{"text":"Communicate on your OKRs internally. You are putting some work on OKRs to drive alignment, so don’t let them die in a tool. Refer to them often, for instance in 1:1. Present your progress and roadblocks, for instance in team meetings. You are implementing them to organize, align, and give pace to your execution."}]},{"acf_fc_layout":"paragraph","content":"

I hope that this article will support you in your OKR journey. It is not meant to be a formal playbook, but rather a point of reference and a source of inspiration for other early-stage companies.

\n"},{"acf_fc_layout":"paragraph","content":"

I’d love to hear how you navigated your first months with the OKR methodology – feel free to reach out.

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10645,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"April 2, 2025","publishedAtIso":"2025-04-02T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"2024: 6 Highlights From Upflow’s Best Year Yet","description":"2023 was a milestone year for Upflow, but 2024 was nothing short of transformational. Our merchants have seen faster payments, smarter automation, and more efficient business growth than ever before. Here’s a closer look at how Upflow has helped our merchants go from strength to strength over the past year.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/02/2024-highlights-upflow-best-year-1.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/2024-highlights-upflow-best-year","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Aashima Lamba","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/6.png","description":"$58","position":"Marketing Director at Upflow","slug":"aashima-lamba"}},"acf":{"seo_title":"2024: 6 Highlights From Upflow's Best Year Yet","seo_description":"2023 was a milestone year for Upflow, but 2024 has been nothing short of transformational. Our merchants have seen faster payments, smarter automation, and more efficient business growth than ever before. Here’s a closer look at how Upflow has helped our merchants go from strength to strength over the past year.","body":[{"acf_fc_layout":"paragraph","content":"

2023 was a milestone year for Upflow, but 2024 has been nothing short of transformational.

\n"},{"acf_fc_layout":"paragraph","content":"

Our merchants have seen faster payments, smarter automation, and more efficient business growth than ever before. Here’s a closer look at how Upflow has helped our merchants go from strength to strength over the past year.

\n"},{"acf_fc_layout":"heading","text":"1. Our merchants got paid—big time","level":"h2"},{"acf_fc_layout":"paragraph","content":"

In 2023, Upflow facilitated the payment of 8 million invoices, worth a total of $12 billion. In 2024, these numbers have surged again: close to 10 million invoices paid, totalling just under $15 billion.

\n"},{"acf_fc_layout":"color_block","content":"

In 2024, Upflow facilitated the payment of 10 million invoices, paid, totalling just under $15 billion.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s another three billion dollars in payments processed—a clear sign that more businesses are trusting Upflow to accelerate cash flow, reduce churn, and drive stronger financial performance. As we continue to scale, so does the impact we’re making on how companies get paid.

\n"},{"acf_fc_layout":"blockquote","content":"“Our main goal is create a positive customer experience when it comes to collections by ensuring we're sending and triggering reminders when it matters most.”","name":"Emilie Hart","title":"Finance Operations Team Lead","profil_picture":{"ID":1237,"id":1237,"title":"emilie-photo","filename":"emilie-photo.svg","filesize":1239574,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/emilie-photo.svg","link":"https://upflow-next.vercel.app/customers/workmotion/attachment/emilie-photo/","alt":"","author":"1","description":"","caption":"","name":"emilie-photo","status":"inherit","uploaded_to":9303,"date":"2026-06-17 12:38:51","modified":"2026-07-24 07:07:34","menu_order":0,"mime_type":"image/svg+xml","type":"image","subtype":"svg+xml","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":165,"height":165,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/emilie-photo.svg","thumbnail-width":165,"thumbnail-height":165,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/emilie-photo.svg","medium-width":165,"medium-height":165,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/emilie-photo.svg","medium_large-width":165,"medium_large-height":165,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/emilie-photo.svg","large-width":165,"large-height":165,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/emilie-photo.svg","1536x1536-width":165,"1536x1536-height":165,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/emilie-photo.svg","2048x2048-width":165,"2048x2048-height":165}},"company_name":"WorkMotion","company_logo":{"ID":12898,"id":12898,"title":"workmotion-logo","filename":"workmotion-logo.svg","filesize":8226,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/03/workmotion-logo.svg","link":"https://upflow-next.vercel.app/blog/ar-collections/collection-letter/attachment/workmotion-logo-2/","alt":"","author":"1","description":"","caption":"","name":"workmotion-logo-2","status":"inherit","uploaded_to":9900,"date":"2026-08-17 08:56:51","modified":"2026-08-17 08:56:51","menu_order":0,"mime_type":"image/svg+xml","type":"image","subtype":"svg+xml","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":160,"height":45,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/03/workmotion-logo.svg","thumbnail-width":160,"thumbnail-height":45,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/03/workmotion-logo.svg","medium-width":160,"medium-height":45,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/03/workmotion-logo.svg","medium_large-width":160,"medium_large-height":45,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/03/workmotion-logo.svg","large-width":160,"large-height":45,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/03/workmotion-logo.svg","1536x1536-width":160,"1536x1536-height":45,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/03/workmotion-logo.svg","2048x2048-width":160,"2048x2048-height":45}}},{"acf_fc_layout":"paragraph","content":"

A major 2024 trend in Upflow was the widespread adoption of surcharges for card payments. Many Upflow merchants successfully implemented surcharges, allowing them to migrate payment activity onto credit cards without incurring the credit card fees, and without impacting payment speed or customer satisfaction.

\n"},{"acf_fc_layout":"paragraph","content":"

Contrary to conventional wisdom, businesses that implemented this strategy saw improved collection performance, a significant reduction in Days Sales Outstanding (DSO), and negligible shifts in customer payment behavior. Upflow’s surcharge feature made it simple for merchants to adopt this approach, ultimately enhancing profitability while maintaining strong customer relationships.

\n"},{"acf_fc_layout":"paragraph","content":"

For many of our merchants, regaining 3% pure margin has had a material impact on profitability.

\n"},{"acf_fc_layout":"heading","text":"2. Faster payments continued—even as volume grew","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Timely payments remain at the core of Upflow’s mission.

\n"},{"acf_fc_layout":"paragraph","content":"

In 2023, 88% of invoices paid through Upflow were settled within a week of their due date. In 2024, this figure rose to 90%—showing that even with greater volumes, businesses are getting paid faster than ever.

\n"},{"acf_fc_layout":"color_block","content":"

In 2024, 90% of invoices paid through Upflow were settled within a week of their due date.

\n"},{"acf_fc_layout":"paragraph","content":"

This acceleration in payments (and receiving more payments quicker) has a massive impact on our merchants’ financial health. Faster payments mean stronger cash flow, fewer cash crunches, and less reliance on costly financing options. Our merchants are freed to reinvest in growth, pay their own suppliers on time, and operate with greater stability and confidence.

\n"},{"acf_fc_layout":"paragraph","content":"

In short, the ability to get paid faster isn’t just a convenience—it’s a game-changer for scaling companies looking to stay agile and financially resilient.

\n"},{"acf_fc_layout":"heading","text":"3. No invoice left behind—how bad debt became revenue","level":"h2"},{"acf_fc_layout":"paragraph","content":"

If 2023 was the year of unlocking long-overdue payments, 2024 took it to a whole new level.

\n"},{"acf_fc_layout":"paragraph","content":"

In 2023, $11 million worth of invoices one year or older were recovered through Upflow. In 2024, that number doubled to over $22 million, with close to 7,000 invoices 12 months or more overdue paid through Upflow.

\n"},{"acf_fc_layout":"color_block","content":"

In 2024, $22 million worth of invoices 12 months or older were recovered through Upflow.

Double that of 2023!

\n"},{"acf_fc_layout":"paragraph","content":"

This means businesses are recovering more lost revenue than ever before—turning bad debt into much-needed cash flow and reinforcing the power of Upflow in getting businesses paid, no matter how long overdue.

\n"},{"acf_fc_layout":"heading","text":"4. Users were more active—cash collection at scale","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Our users were more active than ever, performing 2 million actions in Upflow in 2024—almost double the 2023 volume of 1.1 million.The acceleration throughout the year has been phenomenal, with finance teams leveraging automation at an unprecedented scale to manage their collections efficiently.

\n"},{"acf_fc_layout":"color_block","content":"

In 2024, our users performed 2 million actions in Upflow—up from 1.1 million in 2023.

\n"},{"acf_fc_layout":"paragraph","content":"

But automation is just one piece of the puzzle. Users are also using sophisticated manual strategies, collaborating across teams by tagging colleagues, and having conversations on the best ways to approach specific customers. This deeper level of teamwork ensures that each case is handled with the right balance of automation and personalized touch.

\n"},{"acf_fc_layout":"paragraph","content":"

Finance teams are setting up advanced workflows that combine automated reminders with manual follow-ups when a more personal approach is needed. Whether it’s through email, SMS, phone calls, or even letters, users are mixing and matching follow-up channels to ensure they connect with customers in the most effective way possible. This approach is helping businesses scale their cash collection efforts while maintaining the human touch where it counts.

\n"},{"acf_fc_layout":"heading","text":"5. Payments by Upflow—a game-changer","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As a pioneer in B2B payment portals since 2020, Upflow expanded its payment solution in 2024 with Payments by Upflow, our next-generation payment processing platform integrated within our collections solution.

\n"},{"acf_fc_layout":"paragraph","content":"

Designed specifically for B2B businesses, Payments by Upflow provides an intuitive, powerful payment experience allowing our merchants to offer online payment options to all their customers instantly—no complex setup required.

\n"},{"acf_fc_layout":"paragraph","content":"

The results speak for themselves: total payment volume processed through Upflow grew to $14.7 billion in 2024—a clear signal that businesses are embracing embedded payments as a means to streamline collections and enhance customer experiences.

\n"},{"acf_fc_layout":"paragraph","content":"

Payments are no longer just a backend process; they’re a critical touchpoint in the customer journey. With Payments by Upflow, businesses can turn payments into a competitive advantage, fostering loyalty, increasing repeat business, and getting paid faster.

\n"},{"acf_fc_layout":"blockquote","content":"Payments by Upflow is about more than just receiving money - it's about adding a new lever to the customer experience, helping to delight customers, reduce churn and increase brand loyalty","name":"Alex Louisy","title":"Co-founder & CEO","profil_picture":{"ID":12613,"id":12613,"title":"Alex","filename":"7.png","filesize":595529,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","link":"https://upflow-next.vercel.app/blog/authors/matt/attachment/7-4/","alt":"","author":"26","description":"","caption":"","name":"7-4","status":"inherit","uploaded_to":10887,"date":"2026-08-13 08:28:45","modified":"2026-08-17 13:16:15","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":1080,"height":1080,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-768x768.png","medium_large-width":768,"medium_large-height":768,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7-1024x1024.png","large-width":1024,"large-height":1024,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","1536x1536-width":1080,"1536x1536-height":1080,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","2048x2048-width":1080,"2048x2048-height":1080}},"company_name":"Upflow","company_logo":{"ID":5817,"id":5817,"title":"Logo Upflow","filename":"Logo-Light.png","filesize":7313,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","link":"https://upflow-next.vercel.app/integrations/api/attachment/logo-light/","alt":"","author":"1","description":"","caption":"","name":"logo-light","status":"inherit","uploaded_to":5816,"date":"2026-07-07 15:04:01","modified":"2026-07-07 15:04:11","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":516,"height":160,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light-300x93.png","medium-width":300,"medium-height":93,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","medium_large-width":516,"medium_large-height":160,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","large-width":516,"large-height":160,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","1536x1536-width":516,"1536x1536-height":160,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/Logo-Light.png","2048x2048-width":516,"2048x2048-height":160}}},{"acf_fc_layout":"heading","text":"6. Financial Relationship Management (FRM)—A new era for Accounts Receivable","level":"h2"},{"acf_fc_layout":"paragraph","content":"

In 2024, Upflow introduced Financial Relationship Management (FRM), a fresh take on accounts receivable designed to help businesses thrive in a changing financial landscape.

\n"},{"acf_fc_layout":"paragraph","content":"

With interest rates rising and credit becoming more expensive, inefficiencies in payment processes are costing businesses more than ever before.

\n"},{"acf_fc_layout":"paragraph","content":"

Much like CRM transformed sales and marketing, FRM is a new approach allowing finance teams to build stronger relationships with customers through more personalized payment experiences. This means invoices get paid faster while also boosting customer loyalty.

\n"},{"acf_fc_layout":"paragraph","content":"

Today, it’s clear that just automating the process isn’t enough. FRM goes beyond efficiency, focusing on creating real connections with customers. With FRM, finance teams can:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Enhance customer experience: Make payments easier and speed up cash collection."},{"text":"Boost retention: Positive payment experiences lead to greater loyalty and lower churn."},{"text":"Strengthen cash flow: Streamlined collections improve financial health and free up resources for growth."}]},{"acf_fc_layout":"blockquote","content":"The ‘CRM’ side of what Upflow offered was really appealing. We were really looking for a system to go beyond just automation and help us manage our relationships with customers too,","name":"Jamie Tinsley","title":"Credit Control Manager","profil_picture":{"ID":10679,"id":10679,"title":"jamie-tinsley","filename":"jamie-tinsley.webp","filesize":2160,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jamie-tinsley.webp","link":"https://upflow-next.vercel.app/customers/feefo/attachment/jamie-tinsley/","alt":"","author":"1","description":"","caption":"","name":"jamie-tinsley","status":"inherit","uploaded_to":9260,"date":"2026-07-23 13:47:11","modified":"2026-07-23 13:47:11","menu_order":0,"mime_type":"image/webp","type":"image","subtype":"webp","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":128,"height":128,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jamie-tinsley.webp","thumbnail-width":128,"thumbnail-height":128,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jamie-tinsley.webp","medium-width":128,"medium-height":128,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jamie-tinsley.webp","medium_large-width":128,"medium_large-height":128,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jamie-tinsley.webp","large-width":128,"large-height":128,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jamie-tinsley.webp","1536x1536-width":128,"1536x1536-height":128,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jamie-tinsley.webp","2048x2048-width":128,"2048x2048-height":128}},"company_name":"Feefo","company_logo":{"ID":9262,"id":9262,"title":"feefo-logo","filename":"feefo-logo.svg","filesize":50424,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/feefo-logo.svg","link":"https://upflow-next.vercel.app/customers/feefo/attachment/feefo-logo-3/","alt":"","author":"1","description":"","caption":"","name":"feefo-logo-3","status":"inherit","uploaded_to":9260,"date":"2026-07-16 14:38:23","modified":"2026-07-16 14:38:23","menu_order":0,"mime_type":"image/svg+xml","type":"image","subtype":"svg+xml","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":450,"height":112,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/feefo-logo.svg","thumbnail-width":450,"thumbnail-height":112,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/feefo-logo.svg","medium-width":450,"medium-height":112,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/feefo-logo.svg","medium_large-width":450,"medium_large-height":112,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/feefo-logo.svg","large-width":450,"large-height":112,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/feefo-logo.svg","1536x1536-width":450,"1536x1536-height":112,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/feefo-logo.svg","2048x2048-width":450,"2048x2048-height":112}}},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/02/frm-launch-nyc.png","caption":""},{"acf_fc_layout":"paragraph","content":"

We launched FRM by Upflow with a billboard on Times Square!

\n"},{"acf_fc_layout":"heading","text":"The future of Accounts Receivable is here","level":"h2"},{"acf_fc_layout":"paragraph","content":"

2024 was a year of unprecedented growth for Upflow and our customers. With more businesses adopting smarter AR processes, embedded payments, and the FRM approach to cash collection the momentum is only set to accelerate further in 2025.

\n"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10615,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"February 26, 2025","publishedAtIso":"2025-02-26T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Engineering Principles at Upflow","description":"This article describes the principles applied by the engineering team at Upflow, and how they guide our development process to keep our software robust and maintainable.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/02/engineering-principles-at-upflow.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/engineering-principles-at-upflow","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Jean-Christophe Delmas","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/10-1.png","description":"

\n","position":"Director of Engineering at Upflow","slug":"$undefined"}},"acf":{"seo_title":"Engineering principles at Upflow","seo_description":"This article describes the principles applied by the engineering team at Upflow, and how they guide our development process to keep our software robust and maintainable.","body":[{"acf_fc_layout":"paragraph","content":"

At Upflow, we believe that a small, tight-knit team can achieve extraordinary things. By embracing core principles related to simplicity and continuous improvement, we foster a serene and stimulating environment where everyone contributes meaningfully.

\n"},{"acf_fc_layout":"paragraph","content":"

Early in our journey, the founding engineering team at Upflow agreed on core principles we would stand by. In this article, we’ll explore these principles and how they guide our development process to keep our software robust and maintainable.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"You aren't gonna need it (YAGNI)","level":"h2"},{"acf_fc_layout":"paragraph","content":"

When building something new, it’s easy to get carried away and anticipate every possible future scenario. We might ask ourselves:

\n"},{"acf_fc_layout":"blockquote","content":"Will this scale to handle a massive increase in data?

Is this flexible enough to accommodate unforeseen use cases?","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

While these are valid concerns, prematurely addressing hypothetical issues often leads to:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Unnecessary complexity: Over-engineering solutions for problems that may never arise can make the code harder to understand, debug, and maintain."},{"text":"Wasted effort: Time spent on speculative needs is time not spent on delivering real value to our users."}]},{"acf_fc_layout":"paragraph","content":"

That’s why we embrace the YAGNI principle. We focus on writing the simplest, most effective code to meet the current requirements. We anticipate potential future needs to avoid costly refactoring projects, but only if we can maintain the same level of simplicity.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Prioritize present needs: We address the immediate needs of the project, ensuring the code is clean, well-tested, and delivers the desired functionality."},{"text":"RFC for critical future-proofing: For scenarios where future changes could lead to significant work (e.g., breaking API changes, major database schema alterations), we propose and discuss potential solutions in a formal Request for Comments (RFC) document."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Prioritize boring technology","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Developers are naturally drawn to the latest and greatest technologies – new frameworks, languages, and tools. While exploring cutting-edge solutions can be exciting and intellectually stimulating, it’s crucial to prioritize proven technologies that align with our specific needs.

\n"},{"acf_fc_layout":"paragraph","content":"

Introducing trendy technologies, even those with great potential, can sometimes introduce unnecessary complexity or risks:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Unnecessary complexity: Integrating a new technology might add complexity that doesn't directly benefit the project's goals."},{"text":"Potential instability: Newer technologies may have unaddressed bugs, lack maturity, or have rapidly evolving APIs, which can lead to unexpected issues and increased maintenance burden."},{"text":"Limited community support: Smaller communities may offer limited resources, making it harder to find solutions to problems or get timely support."}]},{"acf_fc_layout":"paragraph","content":"

On the other hand, established technologies have several advantages:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Maturity and stability: Proven technologies are generally more mature and stable, with fewer critical bugs and well-defined APIs."},{"text":"Strong community support: Large and active communities provide access to extensive documentation, tutorials, and readily available solutions to common problems."},{"text":"Rich ecosystem: Established technologies often have robust ecosystems with a wide range of compatible tools, libraries, and integrations, simplifying development and maintenance."}]},{"acf_fc_layout":"paragraph","content":"

So while we encourage continuous learning and exploration, we prioritize proven technologies for our most strategic needs.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Don’t blindly follow best practices","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We value thoughtful decision-making and avoid blindly following “best practices” without careful consideration. While best practices offer valuable guidance, they are not one-size-fits-all solutions. The success of any approach depends heavily on the unique context of the project, including its scale, complexity, team size, and specific requirements.

\n"},{"acf_fc_layout":"paragraph","content":"

For example, micro-services architectures were often touted as a best practice and can solve organizational scaling challenges. However, they are not necessarily optimal for a small team like ours as they also introduce new complexities – operational overhead, monitoring, interface versioning, end-to-end testing…

\n"},{"acf_fc_layout":"paragraph","content":"

Before adopting any “best practice”, we carefully evaluate its suitability for Upflow:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Understand the underlying principles: Grasp the reasoning behind the best practice and how it addresses common challenges."},{"text":"Analyze our specific needs: Evaluate the project's unique requirements and constraints."},{"text":"Consider potential trade-offs: Weigh the potential benefits against the potential drawbacks (e.g., increased complexity, impact on team productivity)."}]},{"acf_fc_layout":"paragraph","content":"

By carefully evaluating each “best practice” in this way, we can make informed decisions that fit our specific context and contribute to long-term success.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Don't be too smart","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Kernighan’s Law states that

\n"},{"acf_fc_layout":"blockquote","content":"Debugging is twice as hard as writing the code in the first place. Therefore, if you write the code as cleverly as possible, you are, by definition, not smart enough to debug it.","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

This serves as a good reminder that we don’t only write code for the machine, but also for other developers who will have to maintain it.

\n"},{"acf_fc_layout":"paragraph","content":"

Writing complex code can be justified if it adds a lot of value (e.g., a clever abstraction can get rid of a lot of boilerplate code), but if it doesn’t, the only result will be lower team productivity due to the additional time spent understanding or debugging the code.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s why we prioritize simplicity over cleverness to ensure that our codebase remains understandable and maintainable over time.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Strive for simplicity, avoid oversimplification","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As we’ve seen with the previous principles, simplicity is a core value at Upflow. We believe in finding the most elegant and straightforward solutions to engineering challenges. However, it’s crucial to distinguish between essential complexity and incidental complexity.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Essential complexity: This is the complexity inherent to the problems we solve. Attempting to oversimplify these problems can lead to brittle solutions that fail to address the underlying issues."},{"text":"Incidental complexity: This type of complexity arises from poor design choices, unnecessary abstractions, or a lack of focus. It hinders maintainability, increases the risk of errors, and makes the code harder to understand and work with."}]},{"acf_fc_layout":"paragraph","content":"

At Upflow, we strive to minimize incidental complexity by choosing clear and concise designs, but we also carefully consider the essential complexity of the problems we encounter and avoid oversimplifying solutions that would ultimately compromise their effectiveness.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Work in small batches","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We believe in the power of working in small batches. This approach involves breaking down large features into smaller, independently deliverable tasks that can typically be completed within 1-2 days.

\n"},{"acf_fc_layout":"paragraph","content":"

By working in this manner, we reap several significant benefits:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Rapid feedback loops: Small, incremental changes allow us to quickly gather feedback from users, stakeholders, and other team members. This enables us to identify and address potential issues early on, minimizing the risk of costly rework later in the development cycle."},{"text":"Reduced risk and improved resilience: When issues arise, the impact of small changes is significantly lower. This makes it easier to identify the root cause of problems and implement quick fixes or rollbacks with minimal disruption to the system."},{"text":"Enhanced code quality and maintainability: Small, focused pull requests are easier to review, leading to higher code quality and fewer bugs."},{"text":"Flexibility: working in small batches allows us to stop a project earlier if needed without losing the value of the work already completed**.** If a feature proves to be less valuable than initially anticipated, or if priorities shift, we can easily stop development without significant sunk costs."},{"text":"Increased efficiency and productivity: Working in small batches forces us to streamline our development and deployment processes. Automation plays a crucial role, enabling us to rapidly and reliably deploy small changes. This frequent delivery cycle provides a sense of momentum, keeping the team motivated and engaged."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Continuous refactoring","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Even with careful design and a focus on simplicity, our codebase will inevitably evolve. As requirements change, new features are added, and the scale of our systems grows, certain architectural decisions may become outdated or inadequate.

\n"},{"acf_fc_layout":"paragraph","content":"

Therefore, we embrace continuous refactoring as an integral part of our development process.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Don't fear change: When we encounter an abstraction that has become overly complex, limited, or irrelevant, we don't shy away from refactoring it."},{"text":"Leverage automated tests: Our robust suite of automated tests provides a safety net for refactoring efforts. They help us quickly identify and address any unintended consequences of code changes."},{"text":"Identify and fill testing gaps: If refactoring exposes missing tests, it's an opportunity to improve our test coverage and enhance the overall quality of our codebase."}]},{"acf_fc_layout":"paragraph","content":"

By embracing continuous refactoring, we ensure that our codebase remains maintainable and aligned with our evolving needs.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Learn from past mistakes and prevent recurrence","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As discussed in the YAGNI principle, we don’t try to anticipate and prevent every possible problem when developing a new feature because it would lead to over-engineering and hinder our ability to deliver value quickly. However, when the same problem occurs multiple times, we cannot simply ignore or tolerate them. It would degrade the quality of our product, negatively impact the user experience, and erode team morale.

\n"},{"acf_fc_layout":"paragraph","content":"

Our Approach:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Prompt detection and resolution: We strive to proactively detect and resolve issues as quickly as possible, considering the impact of the issue and the cost of resolution."},{"text":"Root Cause Analysis: For critical issues, we conduct thorough root cause analyses to understand the underlying factors that contributed to the problem."},{"text":"Implement preventative measures: Based on our root cause analysis, we implement appropriate preventative measures to prevent the issue from recurring."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Eliminate toil","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Software engineers should focus on problem-solving and developing new features, not on repetitive and manual tasks.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"

Identify and eliminate toil: Toil refers to any manual, repetitive, and low-value work that can be automated. Examples include:

Running the same commands repeatedly.
Manually performing data migrations.
Tedious debugging and troubleshooting.
Repetitive administrative tasks.

"},{"text":"

Invest in automation:

We strive to automate routine tasks.
We utilize tools like CircleCI or Terraform to automate deployments or manage our infrastructure.
We continuously improve our logging and alerting to fasten troubleshooting and avoid wasting time on false alerts.

"}]},{"acf_fc_layout":"paragraph","content":"

By eliminating toil, we free up engineers to focus on higher-value activities such as building a great product.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Product Mindset","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We expect developers to go beyond simply implementing features. We encourage a strong product mindset where engineers:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Understand the \"why\": understand the business context and the user needs that drive each feature or project."},{"text":"Proactively identify and address gaps: Be proactive in identifying and addressing potential issues or missing requirements, minimizing the need for excessive back-and-forth with the product team."},{"text":"Contribute to product decisions: Actively participate in product discussions, offering insights and alternative solutions to find the optimal balance between the business value of a feature and its engineering cost."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Ownership","level":"h2"},{"acf_fc_layout":"paragraph","content":"

At Upflow, engineers are accountable for the quality and impact of their work from conception to production. This includes:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Ensuring code quality: Writing clean, well-tested, and maintainable code."},{"text":"Minimizing risk: Considering the potential impact of their changes on the overall system, and proactively identifying and fixing potential issues."},{"text":"Delivering value: Focusing on delivering solutions that meet the needs of our users, without losing sight of the importance of delivering within a reasonable timeframe."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Embrace calculated risks","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We understand that innovation requires taking calculated risks. We believe that fear of breaking something or disappointing users can significantly hinder our ability to move quickly.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Prioritize productivity: While minimizing risk is important, we prioritize the productivity of our team to deliver maximum value to our users."},{"text":"Learn from failures: We view potential setbacks as learning opportunities."},{"text":"Foster a culture of experimentation: We encourage a culture where it's safe to experiment and try new things."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Conclusion","level":"h2"},{"acf_fc_layout":"paragraph","content":"

These engineering principles have helped us build our product consistently over the years and we are proud to live by them. If you are curious about them or would like to join the team, don’t hesitate to reach out!

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10635,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"February 10, 2025","publishedAtIso":"2025-02-10T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"How to Achieve Cash Collection Excellence for your Business","description":"In this article, we take a deep dive into how we perform cash collection at Upflow. We provide actionable insights and recommendations on how to set up a best-in-class Account Receivables process to achieve cash collection excellence.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/01/how-to-achieve-cash-collection-excellence-for-your-business.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/how-to-achieve-cash-collection-excellence-for-your-business","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alexandre Antoine","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/9-1.png","description":"

Alexandre is the Finance Director at Upflow, where he leads the company’s internal finance and accounting operations. With a background in both strategic finance and financial reporting, Alexandre brings a practical, detail-oriented approach to the complexities of B2B finance.

At Upflow, Alexandre ensures that internal processes from cash management to KPI reporting are optimized for transparency, accuracy, and growth-readiness. He helps build scalable finance systems that support Upflow’s mission to empower other finance teams through better collections and cash flow insights.

Alexandre regularly contributes to Upflow’s blog with in-depth articles on accounting metrics, financial ratios, reporting best practices, and operational benchmarks. His writing provides actionable advice for controllers, FP&A teams, and finance leaders navigating complex financial processes.

\n","position":"Finance Director at Upflow","slug":"alex-finance-director"}},"acf":{"seo_title":"How to Achieve Cash Collection Excellence for your Business ","seo_description":"In this article, we take a deep dive into how we perform cash collection at Uplfow. We provide actionable insights and recommendations on how to set up a best-in-class Account Receivables process to achieve cash collection excellence.","body":[{"acf_fc_layout":"paragraph","content":"

“Few companies are lucky enough to use their own product every day.” At Upflow, we do. Our “Ideal Customer” (or ICP) is close to who we are as a team, and that’s something we value a lot as we build our product. We sell to finance teams, and our own finance team sits right in the middle of our product managers and engineers. They are the first to make recommendations for new features, and they request new features from our product managers every week.

\n"},{"acf_fc_layout":"paragraph","content":"

During our product sprint demos, they are even more excited than the sales team when seeing their deals unlocked with newly shipped features. Clément, our Finance Manager, was one of our first beta user at his previous company. He was the early adopter every founder dreams about, using our at the time broken product with a smile and giving you actionable feedback for improvement. He’s now part of the team. How could it get any better for our product team?

\n"},{"acf_fc_layout":"paragraph","content":"

As a fast-growing business selling software in different segments and geographies, cash collection became part of the game here at Upflow. It was clear we would build an AAA cash collection machine. We’ve tried, failed, and iterated numerous times to get to new cash collection heights.

\n"},{"acf_fc_layout":"paragraph","content":"

Many finance teams have asked us “how do you set up the right cash collection process?” So here we are! Read on to learn the steps to set up a rock-solid collection process to achieve cash collection excellence for your business.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Set cash collection as a strategic corporate priority","level":"h2"},{"acf_fc_layout":"paragraph","content":"

First things first, you need to make sure cash collection is a priority for your business and set high-level objectives. Here at Upflow, the founders and board of directors have clearly identified cash collection as a strategic priority. MRR (monthly recurring revenues, see below) is our North Star Metric, but our cash collection ratio is our next top priority.

\n"},{"acf_fc_layout":"paragraph","content":"

Why should it be a priority?

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"If you’re a traditional company operating on thin margins or a bootstrapped startup, then cash coming from operations every month is absolutely critical for your short-term survival."},{"text":"If you’re a VC-funded startup and raised millions in venture capital, you’re probably keeping a close eye on your runway. It goes without saying that cash collection performance has a significant impact on runway."}]},{"acf_fc_layout":"paragraph","content":"

In a nutshell, for any type of business, signing deals and reporting “numbers” is great, but turning those numbers into cash is even better. So you need to keep an eye on both.

\n"},{"acf_fc_layout":"paragraph","content":"

This objective becomes a clear priority in our OKR process, and is embedded into our day-to-day reporting. How do we do this? With clear target setting and communication.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Setting ambitious cash collection targets and overcommunicating about it","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Here at Upflow, we transparently communicate to our team members our key performance indicators in real-time. We operate on a subscription model, and our North Star metric is our MRR, or “monthly recurring revenue” that are contracted with our clients through subscriptions. It’s an important KPI for us because it reflects how we create value: we’re a pure B2B SaaS player, and our revenue yield a very healthy 90%+ gross margin. Hence, MRR should translate into solid cash flow generated.

\n"},{"acf_fc_layout":"paragraph","content":"

Therefore, on a weekly basis, we communicate our MRR and the collected amount, or cash collection ratio to the entire team.

The cash collection ratio represents the percentage of revenue (MRR) that you were able to collect during a period. It is calculated by dividing the amount collected in the period by the previous month’s MRR. Setting a clear, key collection goal of at least 100% (ideally more) of MRR will help you track progress and stay on track.

\n"},{"acf_fc_layout":"paragraph","content":"

This ratio seems quite straightforward, right? $10,000 of “contracted” monthly recurring revenues of subscriptions should generate $10,000 cash collected on our bank account every month, and your cash collection ratio should be 100%. Easy? Well, not that easy. For those who fancy accounting, that’s similar to the difference between the Profit and Loss (P&L) and cash flow statement. The former is theoretical, the latter is very real for your bank account.

\n"},{"acf_fc_layout":"paragraph","content":"

Here is what can make cash collected from operations more important than your MRR:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Billing and collecting additional fees or services that are not recurring revenues, for example, set-up fees, or overage fees."},{"text":"Collecting upfront annual payment, when you manage to collect the total annual value of the contract in advance, 12 months in one lump sum. Kling kling!"}]},{"acf_fc_layout":"paragraph","content":"

On the negative side,your monthly cash collection ratio can be negatively impacted by the following:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Annual prepaid contracts that have already been paid in previous months. "},{"text":"Payment terms creating a 30/60/90 day offset between revenue recognition and cash collected."},{"text":"Disputes with customers who don’t want to pay you right on time, or don’t want to pay you at all."},{"text":"Short-term discounts to reported MRR and other “paused subscriptions”"},{"text":"And of course… late payments from your customers."}]},{"acf_fc_layout":"paragraph","content":"

Following Jason’s advice (link), we have set a 110% MRR cash collection target. Simply put, our goal in month N is to collect 120% of the MRR recorded in month N-1. At the beginning of every month, we communicate the target, and every week, we report on the progress made, to everyone working at the company.

\n"},{"acf_fc_layout":"paragraph","content":"

We’ve now understood the concept and have set the targets. Now, how do we make it happen? Let’s dive in.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Cash collection is a team effort, and pretty much everyone is involved","level":"h2"},{"acf_fc_layout":"heading","text":"Finance owns cash collection","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Our most frequently asked question from business teams is: who’s responsible for cash collection? The sales or account management (success) teams are sometimes candidates, but everyone agrees it’s “not their job to chase unpaid invoices”. Fair enough. Here at Upflow, the finance team owns cash collection. This does not mean that they will perform all collection tasks, but rather because ultimately reporting revenues and collecting cash is a finance duty. But as we often say here at Upflow, “owning doesn’t mean doing everything”. Our small but mighty team is responsible for cash collection, but they’re not alone when it comes to bringing our cash home.

\n"},{"acf_fc_layout":"paragraph","content":"

What does finance do?

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"They design the cash collection processes and typically set the workflows, motions, and cash collection rhythmic. "},{"text":"They measure and report cash collection, and often report progress in our Monday all-hands meetings."},{"text":"They are the ones to reach out to customers in the first place, making sure that billing is correct, send invoices out at the right time, ensure their deliverability, and send the bulk of the first reminders, when needed."},{"text":"They manage technical issues relating to cross-border payments. "},{"text":"They act as a first line of communication with customers to identify commercial issues. "},{"text":"They perform the cash application process and maintain the general accounting ledger up to date. At Upflow, we use Netsuite as an accounting software, for our two legal entities, in the US and in France."},{"text":"When needed, they also put on their legal hat to enforce collections. Fortunately, this doesn’t happen very often."}]},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/08/Collection-Workflow.png","caption":""},{"acf_fc_layout":"paragraph","content":"

A workflow is a structured list of automatic or manual actions to be performed, as invoices become overdue. It has a target date (before or after the invoice due date), an owner (finance, sales, account manager) and a type (email, call, letter, SMS).

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

Finance is not only running the process, they also regularly communicate about the status and results of collected cash. Below is an example of the weekly cash collection digest sent by Clément to our team on Slack, using the Upflow integration.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/capture-d-ecran-2023-04-17-a-19-39-52-7.png","caption":""},{"acf_fc_layout":"paragraph","content":"

In other words, Finance does the heavy lifting of cash collection. The question then becomes, what are the other teams doing to assist them?

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Sales are involved in closing the deal and sending the first invoice only","level":"h2"},{"acf_fc_layout":"heading","text":"Closing the deal","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Usually, when you pronounce the two words “cash collection” to a sales team, they usually start screaming saying very vocally that their job is to close new business, not to chase unpaid invoices. Here is an example:

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/unnamed-5-7.png","caption":""},{"acf_fc_layout":"paragraph","content":"

From Jeremey Donovan @Insight Partners

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

You get a point, dear account executive. That being said, closing deals without collecting cash is not very effective for your company. From our experience, we know that collecting the right details upon the deal closing is key to a smooth payment process later down the line. We also know that for new customers, the first invoice is usually the most difficult to collect. Indeed, they need to create a new vendor in their system, input new payment details, and find who is responsible for this new vendor internally. That’s why it’s so important that our salespeople get this right when they close their deal before it’s too late.

\n"},{"acf_fc_layout":"paragraph","content":"

Our sales team are therefore asked to collect a few details upon closing their deals. Those include:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"The signed contract in the right system, in order for the finance team to be able to refer to this later, in case of an issue. At Upflow, we’ve automated that step through an integration between Pandadoc (electronic signature of order forms) and Salesforce (our CRM, our source of truth for contracts)."},{"text":"The right legal details for the billed entity, which should be in the contract or the order form. These should be up to date in Salesforce. "},{"text":"The right subscription information is entered into our CRM (Salesforce) and/or our subscription management tool (Chargebee). Again, we’ve automated this step as much as possible, with a catalog of subscriptions made available in Salesforce, directly pushed into Chargebee, our billing system."},{"text":"The right payment method is selected for this customer. At Upflow, “pull” payment methods (credit card on file or direct debit) are the default payment methods, as described in this article. As such, ACH mandates are sent out together with the signature of the order form."},{"text":"The detailed instructions to the finance team on when and how the first invoice should be raised and paid. There is nothing worse than a first invoice not corresponding to what was agreed, right? "},{"text":"The right contact with the accounts payable (AP) team of the new customer. How many first invoices land in the wrong inboxes?"},{"text":"The Purchase Order (or PO) number, if needed."}]},{"acf_fc_layout":"paragraph","content":"

Again we leverage a lot of automation in this process, and we’ve configured Salesforce so that deals can’t be closed without those details being properly inputed. Missing info = no closing = no numbers on the board = no gong on the sales floor! At first it can seem harsh, but with a bit of pedagogy and time, it will soon be embedded in your processes.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Sending the first invoice","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Once the deal is closed, the new customer is onboarded by our success team. Whenever it’s due, the first invoice will be prepared by the finance team. However, this first invoice will not be sent by the finance, but rather by the salesperson who closed the deal. With this, the sales rep has the ability to review the invoice to make sure it’s in line with the process and send it with a personal touch, acting in seamless continuity from the initial sales process. They use the feature “Send invoice from Upflow” which allows for the invoice to be prepared from Netsuite, but sent from Upflow, with the required level of personalization. The customer has already been introduced to the onboarding team, and the salesperson is able to nicely close this loop. Thanks to this seamless handover, our Customers are happy, and we’re all incentivized to a good start on Upflow.

\n"},{"acf_fc_layout":"paragraph","content":"

After a couple of days, once the first payment is received, a Slack notification is sent to the salesperson congratulating them on the first payment received. Hard work pays off! At the same time, our internal workflows are automatically assigned back to the financing team, and the salesperson can go back to closing new business. Onwards!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"From there, the finance team runs most of the show","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As described above, after the first invoice is paid the finance team runs the show. We have specific workflows dedicated to different audiences of customers, depending on their language, their tier, and their payment method. It’s quite sophisticated in terms of process, but one thing to remember: nothing falls through the cracks. Once an invoice is done, it’s either going to be paid or worked on. In short, it is never forgotten.

\n"},{"acf_fc_layout":"paragraph","content":"

A default workflow, showing a mix of automated and pre-configured manual reminders, distributed across different teams. Different types of customers will get different workflows, tailored to their audiences (language, payment method, type of customers, etc.).

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/unnamed-3-7.png","caption":""},{"acf_fc_layout":"paragraph","content":"

As of March 23, we have more than 20 different workflows depending on customers’ typologies.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Account managers are involved, only when needed","level":"h2"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we want every team member to remember that closing a deal is not the end of the game. Turning a new customer into a long-lasting happy customer is the goal, and usually happy customers pay their bills on time.

\n"},{"acf_fc_layout":"paragraph","content":"

Whenever finance has an issue with cash collection with a specific customer, they quickly escalate this to the main internal point of contact at Upflow: the account manager. Similar to sales, account managers are not responsible for cash collection, but they are likely to know any underlying issue with this customer, if any.

\n"},{"acf_fc_layout":"paragraph","content":"

There are two main ways of involving account managers:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Systematically, as part of the workflows. Finance can only do so much! After two unpaid invoice reminders, the account manager is cc’d on the third reminder. If the invoice remains unpaid, the account manager is responsible for performing the 4th reminder directly, usually via a call."},{"text":"Ad hoc, when needed. Whenever needed, the finance team can tag an account manager (or anyone else) to enquire about this specific account."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

Whenever an Account Manager needs to be involved, the task is created in Upflow, but they are notified in Salesforce (where they spend most of their time) and in Slack. When they will perform that task, they will also have access to the timeline, showing them all previous communications with this customer. Context is helpful!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Incentives for our business team","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As explained above, Sales and Account Managers don’t own global cash collection, as they’re not incentivized on the global achievement. Finance is! However, they can have a significant impact.

\n"},{"acf_fc_layout":"paragraph","content":"

As we started growing our business, thanks to detailed analytics, we realized that two key points had a significant impact on our cash collection: 1. payment method on file and 2. annual upfront payments.

\n"},{"acf_fc_layout":"paragraph","content":"

“Payment methods on file” means that whenever we sign a new contract, we require a “pull” payment method to be able to charge the customer upon the invoice due date. For example, a stored credit card or a direct debit mandate are pull payment methods. This is embedded into our legal agreement, but the annual upfront payment is more of a commercial trade-off. As such, in 2022 we rolled out an incentive program for our business team: we give them a one-off additional small bonus (once the cash is collected), anytime they either a. close a deal with an upfront payment or b. manage to convert a monthly subscription into an annual one. If you’re interested to know how we designed that incentive, please reach out.

\n"},{"acf_fc_layout":"paragraph","content":"

This incentive, albeit quite small in $ value, had a significant impact on our cash collection rate. That’s an easy win to celebrate. Every business is different, so you’ll need to find the incentive that works for yours, but keep that in mind: incentivizing in a smart way can drive great outcomes.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"C-Levels and executives are also part of the process","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Executives are too often disconnected from the cash collection process. Not at Upflow! If we decide that it’s a strategic topic, then they also need to be involved.

\n"},{"acf_fc_layout":"paragraph","content":"

First, C-levels consume our cash collection performance analytics, via aggregated dashboards, usually at the consolidated level, as we have multiple entities collecting cash. CFOs and CEOs can often tell the direction of a business by looking only at a few metrics. Here, the trends in the cash collection ratio and the CEI index are strong indicators of business performance. They are scrutinized, on a weekly basis.

\n"},{"acf_fc_layout":"paragraph","content":""},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

From time to time, C-Level can also be involved in cash collection for strategic accounts. When all other processes have shown no results, and when the account is a strategic one, the finance team can reach out to the leadership team for help. They all have real-time context already loaded in Upflow via the timeline and can make a thoughtful reach out to the company. When the CEO picks up the phone to call the customer CEO to enquire about an issue, you can quickly find out the problem!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Business operations support the entire process","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As you can tell, when you have hundreds of customers, managing this process can become quite complex. And if you build an amazing process on slides but no one can use it, it’s worth nothing.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s why we not only use our own product but also rely on our business operations team to make sure that all the other pieces of the puzzle are seamlessly working together. Billing, accounting, payment gateways, CRM: all those tools need to be properly configured, and connected and to work together perfectly.

\n"},{"acf_fc_layout":"paragraph","content":"

Our business operations team has the mandate to help scale our business processes at Upflow and in this case, that means that cash collection needs to be:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"Scalable: Cash collection processes need to work now, but also in 2-year’s time, as we keep on growing fast."},{"text":"Interconnected and simple: We want to minimize manual work and make sure that everyone can keep their own tool. That’s why they are integrated into our stack as follows: Salesforce > Chargebee > Netsuite <> Upflow <> Stripe. "}]},{"acf_fc_layout":"paragraph","content":"

Automate as much as you can, or at least make sure the process is not a burden to your team. If you try to roll out a clunky process relying on outdated spreadsheets and terrible “bad payers meetings” that no one wants to go to, there’s little chance you’re going to improve your cash collection.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Celebrate the successes","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Last but not least, it’s important to celebrate the wins. At Upflow, we bring technology to companies to turn cash collection into a cutting-edge process, and elevate them to cash flow excellence. We frame it as a positive outcome, not a negative one. Unfortunately, too often, cash collection is associated with negative messages. The first thing that comes to mind is “late payment” “bad payers” and “unpaid invoices” 🙁 But don’t forget that most of your customers want to pay you, otherwise your company wouldn’t be in business, so don’t get into that negative state of mind. Take the time to celebrate the wins, both big and small.

\n"},{"acf_fc_layout":"paragraph","content":"

Because finance owns the process, they are also responsible for communicating the good news to the wider team. Here are simple examples that work to focus on the positives:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Payment received: Every time an invoice larger than $1k is paid, the account manager is notified in real-time via a Slack message. That’s a small win, but a positive message for the team!"},{"text":"Weekly cash collection digests: They are a great way to share progress made against the targets: we also share them on Slack, in a public #cashcollection channel."},{"text":"Best account manager: Nominate publicly the account manager with the best cash collection ratio for the month during your monthly review, alongside the best salesperson. She will see that deal closing is not the only thing that is important.
"}]},{"acf_fc_layout":"paragraph","content":"

Typically, we also reinforce this messaging, when we organize our quarterly company retros, cash collection is presented right after the budget progress. Not in buried in the appendix.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Now, it’s your turn to implement a robust cash collection process with your team","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We hope these practical examples have been helpful! This is how we operate at Upflow, with an obvious cash collection bias, but it is still worth sharing. Overall, we believe that cash collection is still too low of a priority for many businesses, and it shouldn’t be. We hope that these practical examples can help you implement better processes, enabling you to rally your team around improving your cash flows and save time through streamlined procedures.

\n"},{"acf_fc_layout":"paragraph","content":"

Keep in mind that some aspects may or may not be applicable to your organization depending on its existing order-to-cash process, or if you are on a different scale. If you’re a much smaller or much larger organization, things may differ. But the general principles will probably remain the same!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Key takeaways ","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Many companies don’t know how to organize their cash collection process and who should own it. Here are our recommendations:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Make cash collection a strategic priority for your company, with clear goals, and communicate regularly about it"},{"text":"Finance should own cash collection"},{"text":"All other teams (sales, account managers, executives) should collaborate when needed"},{"text":"Don’t underestimate the tooling and implementation, to make your ideal process an operational reality"},{"text":"Set some incentives for your team to achieve their cash collection goals"},{"text":"Cash collection is often associated with negative messages. Instead, celebrate the wins to instill a positive culture around it
"}]},{"acf_fc_layout":"paragraph","content":"

If you have any feedback or questions, feel free to reach out, we’d love to hear from you!

This article was written by Claire, Finance Director, and Alex, CEO at Upflow.

\n"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10617,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"January 22, 2025","publishedAtIso":"2025-01-22T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Building a Stronger Foundation: Upflow’s Approach to Operating Principles","description":"Discover how Upflow defined and embedded its operating principles to build a stronger foundation, align teams, and drive daily decisions. A step-by-step journey!","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2024/12/upflow-operating-principles.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/upflow-operating-principles","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Louis Bidou","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/11.png","description":"

At Upflow, Louis built the company’s operating system from the ground up, creating the structures and rhythms that keep teams aligned and decisions moving as the business scales.

\n","position":"Director of Operations at Upflow","slug":"$undefined"}},"acf":{"seo_title":"Building a Stronger Foundation: Upflow's Approach to Operating Principles","seo_description":"Discover how Upflow defined and embedded its operating principles to build a stronger foundation, align teams, and drive daily decisions. A step-by-step journey!","body":[{"acf_fc_layout":"paragraph","content":"

Have you ever faced questions like these as an organization? “Should we organize another brainstorming session, or decide based on what we know and reassess in a few weeks?“, “Should I address issues I have with my peers immediately, or compile them into broader feedback later?“, “Should I attend this meeting without an agenda, or first ask why we’re meeting today?“, “Is this ok to lie a bit to close another deal, or communicate transparently about the value our product offers today?“, “Should I wait for an over-performer to request a pay raise, or be proactive about it?“

\n"},{"acf_fc_layout":"paragraph","content":"

These decisions, whether big or small, depend heavily on your company culture and the principles that guide your team.

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we’ve been actively working to make these “rules of the game” as clear and explicit as possible. In this blog post, we’ll share why we felt that clarifying our operating principles was key, how we approached this effort, and the lessons we’ve learned along the way. We don’t claim to have all the answers, nor do we intend to lecture. Our goal is simply to share our experience as a reference point for other companies that might face similar situations and looking to improve cross-collaboration and decision-making.

\n"},{"acf_fc_layout":"paragraph","content":"

Let’s dive in!

\n"},{"acf_fc_layout":"heading","text":"1. The Initial Trigger: Why We Started This Journey","level":"h2"},{"acf_fc_layout":"paragraph","content":"

From the early days of Upflow, our values were explicit and played a significant role in our success. They helped us hire for cultural fit and foster a cohesive team. However, by early 2022, after growing from 13 to 60 people in less than a year, it became clear that our existing values no longer resonated as strongly as they once did. New team members often struggled to understand their meaning or how we were expected to use them. This rapid growth signaled the need for a refresh. To tackle this, we brought together a diverse group of team members, including those who had been with the company since its early days and grew alongside it, as well as newer hires with valuable experience in the field. Together, we began the process of defining our shared Operating Principles.

\n"},{"acf_fc_layout":"paragraph","content":"

Before diving into how we documented these principles, we want to address a common question we often hear from peer companies: Why did we choose “Operating Principles” instead of sticking with “Values”?

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, as in many companies, we initially focused on “values” to guide our culture and decision-making. Values are the core beliefs that define who we are as a company. They reflect our identity and what we stand for, serving as the foundation of our culture. Examples might include “builder,” “caring,” or “honesty.” These values are aspirational and broad, often serving as a moral compass.

\n"},{"acf_fc_layout":"paragraph","content":"

However, as the company grew and our operations became more complex, we realized that while values were essential, they didn’t provide the specific guidance needed for consistent, everyday decision-making and behavior. This is where our Operating Principles (OP) come into play.

\n"},{"acf_fc_layout":"paragraph","content":"

Operating Principles at Upflow go beyond being an extension of our values—they are the core tenets that define how we work and interact as a team. These principles outline the specific behaviors and skills we prioritize. They drive our actions and guide decision-making at every level. For instance, while one of our values might be “innovation,” an operating principle would be “Experiment boldly, but with data-backed decisions.”

\n"},{"acf_fc_layout":"paragraph","content":"

Operating Principles serve as the pillars of our culture, ensuring that everyone at Upflow is aligned on how to work together effectively. Unlike values, which are broad and aspirational, Operating Principles are actionable and practical. They assist our team in several critical ways:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"🚦 Hire for Cultural Fit: They provide a clear framework for hiring, ensuring we bring on people who naturally align with how we operate, regardless of their background and origin."},{"text":"🎓 Onboard & Review Performance: They guide onboarding and performance reviews, helping team members understand the behaviors that are valued and necessary for personal growth and success at Upflow. As Netflix puts it, “The real values of a firm are shown by who gets rewarded or let go.”"},{"text":"👆 Make Decisions: They empower everyone to make important decisions that are consistent with how the entire group operates. These principles are clear and explicit, so that anyone following them is likely to make decisions in line with what company leaders would make."}]},{"acf_fc_layout":"paragraph","content":"

In essence, values define who we are and what we believe in, while Operating Principles define how we act and make decisions daily, ensuring our actions align with our values.

\n"},{"acf_fc_layout":"paragraph","content":"

By design, Operating Principles are expected to be polarizing. Some people will find they align well with these principles, while others may not. For those who don’t, Upflow may not be the right fit—and that’s okay. It’s actually beneficial for both Upflow and the individual to identify this early on, thanks to the clear and explicit “rules of the game.”

\n"},{"acf_fc_layout":"paragraph","content":"

This distinction became crucial for us at Upflow as we scaled. We needed more than just a shared understanding of what we believe in — we needed clear, actionable guidelines to help our team make consistent decisions that reflect those beliefs in every aspect of our operations.

\n"},{"acf_fc_layout":"heading","text":"2. The Process in Action: How We Defined Our Operating Principles","level":"h2"},{"acf_fc_layout":"paragraph","content":"

In this section, we’ll walk you through how we developed our Operating Principles at Upflow. We’ll begin with how we kicked off the project, including who was involved and what we set out to achieve. Then, we’ll dive into the workshops, where we’ll explore how they were structured, who participated, and how we generated and refined ideas. We’ll also touch on our iterative approach, showing how feedback from the team played a crucial role in shaping the principles: we’ll explain how we onboarded the entire team to keep everyone engaged and aligned, and how we made sure to capture diverse perspectives to ensure that the final principles truly reflected our collective input.

\n"},{"acf_fc_layout":"heading","text":"Step 1 — CEO-Led Kickoff to Align and Engage the Team","level":"h3"},{"acf_fc_layout":"paragraph","content":"

To foster strong team engagement and underscore the significance of this initiative, we began by having our CEO take the lead and officially kick it off. This approach made it clear that this was not just a side project or a people-focused effort, but a strategic, company-wide priority.

\n"},{"acf_fc_layout":"paragraph","content":"

Alex recorded a six-minute video acknowledging that Upflow is a unique place to work, noting that while some team members refer to our way of operating as “The Upflow Way,” there wasn’t a shared understanding of what that truly meant. He highlighted the importance of being clear about who we are and what we expect from each other. Drawing from conversations with founders who are years ahead of us, Alex shared a key insight: one of their biggest regrets was not defining how they wanted their teams to operate early on.

\n"},{"acf_fc_layout":"paragraph","content":"

Recognizing that our current set of values, defined in Upflow’s early days, no longer resonated as strongly, Alex introduced a collective approach to document our operating principles. This would involve a series of workshops where everyone in the organization would contribute to defining what “The Upflow Way” really means. He emphasized that the goal wasn’t to fundamentally change how we operate, but rather to observe, discover, and articulate the principles that already guide our daily work. Alex encouraged everyone to fully participate, sharing their opinions, feedback, and concerns throughout the process. We also emphasized that while every input would be thoughtfully considered, the intention wasn’t to simply blend all perspectives into an average.

\n"},{"acf_fc_layout":"paragraph","content":"

This step was crucial in capturing the team’s attention and underscoring the project’s importance.

\n"},{"acf_fc_layout":"heading","text":"Step 2 — Surveying the Team","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Our objective was to create meaningful improvement, which required first gathering data on how well team members currently connect with and apply Upflow’s current values and Operating Principles in their daily work. To collect this insight, we launched an anonymous survey through Lattice, our HR platform. The key question we asked was:

\n"},{"acf_fc_layout":"paragraph","content":"

“I understand, connect to, and know how to leverage Upflow’s values/operating principles in my day-to-day work.”

\n"},{"acf_fc_layout":"paragraph","content":"

Strongly agree / Agree / Neutral / Disagree / Strongly disagree

\n"},{"acf_fc_layout":"paragraph","content":"

The responses provided us with a quantitative baseline, offering insight into the relevance of our current values and a metric to compare against once the project is completed.

\n"},{"acf_fc_layout":"paragraph","content":"

We also used this opportunity to share with the team a detailed timeline of events for the project over the coming weeks.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2024/06/Operating-Principles-Timeline-selection.png","caption":""},{"acf_fc_layout":"heading","text":"Step 3 — Discovering our Operating Principles with the “Founding” Team","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Next, we held our first 2-hour workshop.

\n"},{"acf_fc_layout":"paragraph","content":"

The participants included key company leaders and managers, along with a few of our “founding” individual contributors—those who have been with Upflow since the early days and have significantly shaped our company culture.

\n"},{"acf_fc_layout":"paragraph","content":"

The goal of this initial workshop was to identify the behaviors we value most as a team. The expected outcome was to compile a list of 3-5 key behaviors, supported by a few real-life examples.

\n"},{"acf_fc_layout":"paragraph","content":"

We began with a 30-minute introduction to ensure everyone understood what Operating Principles are: core tenets that describe how we work best, the specific behaviors and skills we prioritize, and the non-negotiable standards we uphold. We shared examples from other companies with clearly defined operating principles, like Stripe (which operates in our industry), with principles such as “Move with urgency and focus” and “Be meticulous in your craft.” We highlighted how these companies leverage their principles in hiring, performance management, and decision-making. Finally, we reinforced that this project is not only about imposing top-down directives, but rather creating principles that also emerge from and serve the team.

\n"},{"acf_fc_layout":"paragraph","content":"

Next, we took 3-5 minutes of silent reflection, where participants were invited to consider a few prompts individually: “What behaviors should Upflow most encourage, value, reward, and care about as it scales?”, “What do successful Upflow team members have in common?”, and “What behaviors have helped us succeed so far?”

\n"},{"acf_fc_layout":"paragraph","content":"

Afterward, we split into groups of three for a 30-minute brainstorming session. Each group was tasked with identifying and describing three key behaviors they believed Upflow should prioritize, along with providing at least one narrative example for each behavior. We provided an organized Notion note for the groups to document their progress.

\n"},{"acf_fc_layout":"paragraph","content":"

Half an hour later, we reconvened. As the project manager, I read the results aloud and cleaned the list for potential duplicates in real-time, ensuring everyone could see the process. This step set the stage for a 20-minute Q&A session, where participants could discuss and clarify the behaviors they submitted.

\n"},{"acf_fc_layout":"paragraph","content":"

Finally, participants were invited to vote on the behaviors they believed Upflow should prioritize as it scales. Each person could cast up to three votes and use one “red card” to oppose the adoption of a particular behavior. This process resulted in a ranked list of behaviors, supported by real-life examples, that the company should champion as it grows.

\n"},{"acf_fc_layout":"paragraph","content":"

At this stage, nothing was formally decided yet. This workshop was a collective consultation, but the final decision rested with the founders. They would ultimately decide on the company’s Operating Principles, now equipped with valuable input directly sourced from the team.

\n"},{"acf_fc_layout":"paragraph","content":"

In the days following the workshop, I reviewed the proposals and worked on translating them into clear Operating Principles. For each one, I crafted a headline, a five-line description, and a list of dos and don’ts. Here’s an example:

\n"},{"acf_fc_layout":"paragraph","content":"

🧢 We radically own our duties

\n"},{"acf_fc_layout":"paragraph","content":"

Because we are given the trust and a safe space to do it ourselves with no micromanagement, we take ultimate ownership of what we are responsible for delivering. When pitching an idea or driving a project, we always come up with a recommendation. We don’t let things fall into the cracks, we follow up. Ultimately, we take ownership of our failures, regardless of where we stand in the team.

\n"},{"acf_fc_layout":"paragraph","content":"

🟢 DOs

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Explain the goals and reasons of the projects you own"},{"text":"Make a simple plan for others to relate to it"},{"text":"Empower others around you and the project you own, fostering continuous communication"},{"text":"Always come up with a recommendation"},{"text":"Take ownership of your failures"},{"text":"We trust and respect the chain of command"}]},{"acf_fc_layout":"paragraph","content":"

🔴 DON’Ts

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Miss deadlines without notifying other stakeholders"},{"text":"Reject responsibility on someone else"},{"text":"Let things fall into the cracks"},{"text":"Complain about challenges or setbacks"},{"text":"Lose yourself in tasks, prioritize poorly
"}]},{"acf_fc_layout":"heading","text":"Step 4 — Founder Validation: Aligning the Operating Principles with Leadership Vision","level":"h3"},{"acf_fc_layout":"paragraph","content":"

After synthesizing the insights from the workshops and crafting the initial recommendations, we reached a pivotal step: reviewing the proposed Operating Principles with the company founders.

\n"},{"acf_fc_layout":"paragraph","content":"

This step was critical to ensure that the final principles not only reflected the team’s collective input but also aligned with the founders’ vision for Upflow’s culture and leadership expectations. For these principles to succeed, they needed to fully resonate with the leadership team, ensuring their buy-in and enabling them to lead by example.

\n"},{"acf_fc_layout":"paragraph","content":"

Here’s how we approached this step:

\n"},{"acf_fc_layout":"paragraph","content":"

1. Presenting Initial Recommendations

\n"},{"acf_fc_layout":"paragraph","content":"

I met with the founders to share the results from the workshops and the draft Operating Principles. For each principle, I presented the supporting behaviors, real-life examples, and dos and don’ts we had compiled. The goal was to provide a comprehensive view of how the principles were crafted and how they could translate into actionable guidelines for the company.

\n"},{"acf_fc_layout":"paragraph","content":"

2. Open Discussion and Refinement

\n"},{"acf_fc_layout":"paragraph","content":"

This meeting wasn’t just about sharing—it was a collaborative dialogue. We discussed the rationale behind each principle, debated any areas of ambiguity, and considered how these principles would hold up in real-world scenarios. Some principles were validated as-is, while others were adjusted based on the founders’ feedback to ensure they resonated fully with their vision for Upflow’s culture and operating system.

\n"},{"acf_fc_layout":"paragraph","content":"

3. Final Approval and Alignment

\n"},{"acf_fc_layout":"paragraph","content":"

Once refined, the founders gave their formal approval, effectively “stamping” the Operating Principles as the cultural and operational foundation for the company. This step was more than procedural; it was a moment of alignment, ensuring the leadership team was ready to champion these principles in their actions and decisions moving forward.

\n"},{"acf_fc_layout":"paragraph","content":"

4. Founders’ Role in Leading by Example

\n"},{"acf_fc_layout":"paragraph","content":"

A key outcome of this process was the recognition that the founders must lead the adoption of these principles by example. They committed to embodying the principles in their daily interactions and decision-making, setting the tone for the rest of the team.

\n"},{"acf_fc_layout":"paragraph","content":"

By dedicating time to this validation step, we ensured that the Operating Principles were not just a bottom-up initiative but a deeply aligned cultural blueprint that the entire company—from leadership to individual contributors—could embrace fully.

\n"},{"acf_fc_layout":"paragraph","content":"

We then communicated these principles to the team, documenting everything in a Notion note and presenting them during an all-hands meeting. If you are interested, you can find the full list of our operating principles here.

\n"},{"acf_fc_layout":"heading","text":"Step 5 — Embedding the Principles into Day-to-Day Operations with the Team","level":"h3"},{"acf_fc_layout":"paragraph","content":"

With our Operating Principles validated by the company founders, the next challenge was ensuring they didn’t just become “mantras on a wall,” but core principles by which we actually operate every day.

\n"},{"acf_fc_layout":"paragraph","content":"

To achieve this, we organized a series of workshops, each with 6 to 8 team members, facilitated by me as Chief of Staff. The goal was to brainstorm how we could effectively embed these principles into our daily operations.

\n"},{"acf_fc_layout":"paragraph","content":"

We started by revisiting how other companies use their principles to guide decision-making, hiring, onboarding, and performance reviews. I then invited each group to brainstorm on what we could start, stop, or improve in our operations to live by our new principles. I encouraged the team to think about our operating system through the following lenses:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Workflows: How we divide and complete work"},{"text":"Meetings: How we coordinate and collaborate"},{"text":"Information: How we share and use data, insights, and knowledge"},{"text":"Relationships: How we build and maintain relationships"},{"text":"Learn & Grow: How we develop and grow as individuals"}]},{"acf_fc_layout":"paragraph","content":"

Each workshop followed a structured three-phase process. First, the group would select one Operating Principle and one aspect of our operating system (e.g., “We radically own our duties” & “Meetings”). Next, they would reflect silently for 5 minutes on the prompt: “What should we start, reinforce, or stop in [the way we coordinate and collaborate] to [radically own our duties]?” We provided a structured Notion note for participants to log their ideas.

\n"},{"acf_fc_layout":"paragraph","content":"

After this individual reflection, we split into smaller subgroups of 3-4 people for a 15-minute brainstorming session, continuing to populate the Notion document with suggestions. Finally, we reconvened with the 6-8 of us for 5 minutes to review, consolidate ideas, and clear any duplicates or questions. This process repeated for three rounds per group.

\n"},{"acf_fc_layout":"paragraph","content":"

This exercise was incredibly powerful, inviting everyone to think critically about how our new principles should apply to our daily work. It also onboarded the entire team into this new way of working while identifying opportunities for organizational growth.

\n"},{"acf_fc_layout":"paragraph","content":"

For a team of 60 people, this meant facilitating 8 to 10 workshops, each generating 10-15 actionable ideas for each combination of dimension and principle. That’s up to 400 proposals in total! At this stage, it’s crucial to take the time to clean, organize the ideas by theme, and prioritize actions—deciding what to address now, next, and later. From there, the selected actions can be turned into concrete projects, with clear responsibility assignments (RACI), timelines, and rhythms for progress.

\n"},{"acf_fc_layout":"heading","text":"Step 6 — Surveying the Team Again","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Once we completed this phase of the project, it was time to measure its impact by sending the same survey question to the team that we had used before the project began:

\n"},{"acf_fc_layout":"paragraph","content":"

“I understand, connect to, and know how to leverage Upflow’s values/operating principles in my day-to-day work.”

\n"},{"acf_fc_layout":"paragraph","content":"

Strongly agree / Agree / Neutral / Disagree / Strongly disagree

\n"},{"acf_fc_layout":"paragraph","content":"

This allowed us to assess whether team members felt a stronger connection to and understanding of Upflow’s Operating Principles in their daily work. The responses provided us with a clear quantitative indicator of the project’s success.

\n"},{"acf_fc_layout":"paragraph","content":"

There may also be value in continuing to share this survey on a regular basis—perhaps annually—especially as the team grows. This would help ensure the principles continue to resonate and identify any opportunities for further education or refinement.

\n"},{"acf_fc_layout":"heading","text":"3. Challenges and Learnings: What We Learned Along the Way","level":"h2"},{"acf_fc_layout":"heading","text":"What Went Well","level":"h3"},{"acf_fc_layout":"paragraph","content":"

– Intentionality and Strategic Focus

\n"},{"acf_fc_layout":"paragraph","content":"

A key factor in the success of this initiative was the intentionality with which it was approached. From the beginning, defining and embedding our Operating Principles was positioned as a strategic, company-wide priority, rather than a side project. This clear framing ensured that everyone involved treated it with the seriousness and focus it deserved. Leadership’s visible commitment, from the CEO’s kickoff video to the founders’ direct involvement in validation, reinforced its importance. By aligning the team around a shared understanding of the initiative’s significance, we created momentum and ensured robust engagement at every stage.

\n"},{"acf_fc_layout":"paragraph","content":"

– Transparency

\n"},{"acf_fc_layout":"paragraph","content":"

One of the most significant successes of the process was the level of transparency we maintained throughout the entire project. From the outset, we ensured that everyone on the team understood the purpose behind the initiative, the current stage of progress, and what was coming next. This transparency helped keep the team aligned and engaged, as everyone had a clear picture of why the project mattered and how it was evolving. By regularly updating the team on the process, we eliminated any confusion or ambiguity, fostering a sense of ownership and involvement across the board.

\n"},{"acf_fc_layout":"paragraph","content":"

– Preparation

\n"},{"acf_fc_layout":"paragraph","content":"

Another key success was the extensive preparation that went into the workshops. Clear slide presentations and well-structured online collaboration tools were essential to keeping the sessions productive. When we facilitated the workshops, it was important that everything—from the presentation to the note-taking platform—was straightforward and easy to navigate. If the materials had been disorganized, it would have disrupted the flow of discussion, making it difficult for the group to reach meaningful conclusions. By investing time in making sure everything was user-friendly and intuitive, we set the stage for productive and efficient workshops.

\n"},{"acf_fc_layout":"paragraph","content":"

– Relevance of the Outcome

\n"},{"acf_fc_layout":"paragraph","content":"

A particularly rewarding outcome of this process was landing on Operating Principles that the entire team related to. This was possible by ensuring everyone’s voice was heard and by balancing input from the team with guidance from the founders. The bottom-up feedback from the workshops was essential, but keeping a direct line of communication with the founders helped reconcile any top-down perspectives. This ensured the final Operating Principles were not only reflective of the team’s collective input but also aligned with the broader leadership vision.

\n"},{"acf_fc_layout":"paragraph","content":"

– Now Deeply Embedded

\n"},{"acf_fc_layout":"paragraph","content":"

Perhaps the most gratifying aspect of the project is that our Operating Principles are now deeply embedded in our daily practices. The principles serve as a foundation for how we operate, and in moments of doubt or uncertainty, we find ourselves returning to them for clarity and guidance. This consistency has helped gather the team around a common way of working, reinforcing our cultural identity and giving us a reliable framework for decision-making.

\n"},{"acf_fc_layout":"heading","text":"Overcoming Hurdles","level":"h3"},{"acf_fc_layout":"paragraph","content":"

– Managing a Large Volume of Inputs

\n"},{"acf_fc_layout":"paragraph","content":"

Another challenge we encountered was the sheer volume of proposals generated during the workshops. Depending on the size of your team, you may end up with a significant amount of output to analyze. Processing all this qualitative data takes time and effort, and as the project manager, you need to be prepared to manage large sets of insights efficiently. While we manually processed this information, in hindsight, leveraging AI tools to assist with data analysis could have saved us considerable time and allowed for quicker insights.

\n"},{"acf_fc_layout":"paragraph","content":"

– Ensuring Long-Term Follow-Through

\n"},{"acf_fc_layout":"paragraph","content":"

Finally, we learned that ensuring follow-through on action items was crucial to the long-term success of the project. It’s easy for the energy generated during workshops to fizzle out if there isn’t a clear plan for execution. To prevent this, we established a clear RACI (Responsible, Accountable, Consulted, Informed) for each project that emerged from the workshops. Prioritization was equally important—by ranking the action items in terms of urgency and importance, we ensured that we continued to make progress on the most critical tasks. This structured approach to follow-through allowed us to maintain momentum and ensure the Operating Principles weren’t just theoretical but became actionable parts of our day-to-day operations.

\n"},{"acf_fc_layout":"heading","text":"4. Embedding the Principles: How We Use Them Daily","level":"h2"},{"acf_fc_layout":"paragraph","content":"

One of the most critical aspects of this project was ensuring that our Operating Principles became an integral part of our daily operations, decision-making processes, and overall company culture. These principles weren’t just meant to be theoretical—they were designed to shape how we work, hire, review performance, and make decisions across all levels of Upflow. Here’s how we’ve embedded them into our everyday practices:

\n"},{"acf_fc_layout":"heading","text":"Hiring for Cultural Fit","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Our Operating Principles play a central role in how we evaluate and select candidates during the hiring process. Hiring managers—and ultimately the CEO, as the final decision-maker—are encouraged to assess candidates through the lens of our principles. For example:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"For the principle \"We radically own our duties\", hiring managers might ask: “What do you do when a project you are responsible for doesn’t go as planned? How do you communicate the failure?”"},{"text":"For \"We work in small batches, with the long term in mind\", candidates might be asked: “What criteria do you use to decide when a project is ‘good enough’ to move forward versus needing more refinement?”"},{"text":"For \"We act with intelligence and master our craft\", we might pose the question: “How do you stay curious and continuously improve in your role? What methods do you use to stay sharp?”"},{"text":"When evaluating the principle \"We invest in communication, with transparency and honesty\", we ask: “Can you describe a time when you had to communicate something that wasn’t going well? How did you approach this conversation?”"},{"text":"Finally, for \"We have each other’s back\", we test the candidate’s sense of teamwork with questions like: “How do you show support to colleagues, especially when their work doesn’t directly align with your own responsibilities?”"}]},{"acf_fc_layout":"paragraph","content":"

By integrating these specific questions into our hiring process, we ensure that we bring on team members who not only have the right skills but also naturally align with Upflow’s way of working.

\n"},{"acf_fc_layout":"heading","text":"Onboarding and Reviewing Performance","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Our Operating Principles are deeply embedded in how we onboard new team members and review performance. From the very start, new hires are introduced to our principles, and we use them as a framework to guide their success at Upflow.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"During the 30/90-day reviews, we provide feedback and support to help new hires adopt these principles in their day-to-day work. This early feedback ensures that they understand the behaviors and values that are key to thriving in our culture."},{"text":"Our 360 reviews offer opportunities for more comprehensive feedback, where we evaluate both functional performance and alignment with our Operating Principles. This feedback loop helps us reinforce positive behaviors and identify areas for improvement."},{"text":"Additionally, through Lattice, our HR platform, team members can provide contextualized feedback to their peers, managers, or direct reports. When offering feedback, they need to tie their input to one of our Operating Principles, reinforcing their importance and helping to continuously embed them in our work culture."}]},{"acf_fc_layout":"paragraph","content":"

By incorporating our Operating Principles into performance reviews and feedback, we ensure that they remain top-of-mind and that everyone understands how they contribute to personal and collective growth.

\n"},{"acf_fc_layout":"heading","text":"Making Decisions","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Our Operating Principles are also instrumental in how we make decisions at Upflow. They provide a common ground for everyone to follow, ensuring that important decisions are made in line with the way the entire group operates. The clarity of these principles allows team members to make decisions confidently, knowing they align with company leaders’ expectations. Here are a few examples of how our principles guide decision-making:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Radical Ownership: Team members are expected to take ownership by presenting recommendations alongside options when addressing an issue. This ensures that people take responsibility and provide solutions, rather than simply identifying problems."},{"text":"Working in Small Batches: We often make decisions with partial information, prioritizing speed and agility while understanding that some uncertainty is unavoidable. This approach allows us to maintain momentum and course-correct as needed."},{"text":"Transparent and Honest Communication: We’ve developed a strong written culture, where we document and track key decisions. Our decision ledger is a tool we use to document decisions, ensuring organizational clarity while providing a valuable resource for reviewing and learning from past choices. This transparency fosters trust and allows us to revisit and reflect on the reasoning behind key decisions."}]},{"acf_fc_layout":"paragraph","content":"

By integrating our Operating Principles into decision-making processes, we ensure consistency, transparency, and accountability across the organization. These principles don’t just guide individual actions—they shape how we operate as a collective, driving us forward with clarity and focus.

\n"},{"acf_fc_layout":"heading","text":"5. Future Vision: What’s Next for Our Operating Principles","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As Upflow continues to evolve, so too must our Operating Principles. The principles we’ve established have been instrumental in shaping how we work, but ensuring they remain relevant and impactful requires continuous attention. Looking ahead, several initiatives could help to further integrate and refine these principles, ensuring they continue to guide our growth and success.

\n"},{"acf_fc_layout":"heading","text":"Regular Training to Keep the Principles Alive","level":"h3"},{"acf_fc_layout":"paragraph","content":"

We want to make sure that our Operating Principles continue to live and breathe within the company. Every new team member participates in a dedicated session where we explain why these principles matter, clarify their meaning, and explore practical examples of both alignment and misalignment. Interestingly, we’ve found that examples of misfits are often the most effective in illustrating the principles in action. These sessions are personally led by our CEO, underscoring the significance of this initiative.

\n"},{"acf_fc_layout":"paragraph","content":"

Beyond onboarding, we are committed to holding ongoing training sessions, also led by our CEO. These sessions will serve as a refresher on the principles, reinforce their importance in daily operations, and give team members the chance to engage with and reflect on how they apply them in their work.

\n"},{"acf_fc_layout":"paragraph","content":"

By consistently revisiting and discussing the principles, particularly with the CEO himself, we ensure they remain embedded in our culture, rather than fading into the background.

\n"},{"acf_fc_layout":"heading","text":"Embedding the Principles in Our Hiring Process","level":"h3"},{"acf_fc_layout":"paragraph","content":"

While our Operating Principles are already an essential part of our hiring process, there may be an opportunity to formalize and strengthen this aspect. Currently, hiring managers are encouraged to assess candidates based on their fit with our principles, but we could take this a step further. We could design a structured step in the hiring process specifically focused on evaluating alignment with our Operating Principles. This could include a dedicated interview, with standardized questions and case studies that test for cultural fit.

\n"},{"acf_fc_layout":"paragraph","content":"

By making this a formal part of the process, we could ensure that every candidate is thoroughly assessed for their compatibility with Upflow’s way of working.

\n"},{"acf_fc_layout":"heading","text":"Translating the Principles for the Management Team","level":"h3"},{"acf_fc_layout":"paragraph","content":"

As the company grows, it’s crucial that our managers understand how to apply these principles in their leadership roles. We’ve already done some pre-work within the CEO’s office to identify common challenges and tensions that arise in day-to-day operations.

\n"},{"acf_fc_layout":"paragraph","content":"

One example is when ownership becomes unclear and team members feel their responsibilities are being contested. We could develop clear guidelines for managers on how to use the principles to resolve such tensions. For instance, under the principle of “We radically own our duties,” managers are encouraged to give clear mandates to their direct reports and ensure that these mandates are respected. Managers are also responsible for resolving any ownership disputes with other teams through the appropriate chain of command.

\n"},{"acf_fc_layout":"paragraph","content":"

By equipping managers with these practical applications of our principles, we ensure that they can lead effectively and be an example for the rest of the team about how to operate at Upflow.

\n"},{"acf_fc_layout":"heading","text":"Establishing a Formal Committee to Uphold the Principles","level":"h3"},{"acf_fc_layout":"paragraph","content":"

To maintain the integrity of our Operating Principles as we scale, we could also introduce a formal committee dedicated to protecting these core elements of our culture. This committee could consist of 5-6 members who have demonstrated a strong alignment with the principles and a positive influence within the organization. Their mission would be to ensure that we all live by our Operating Principles, even as the company grows.

\n"},{"acf_fc_layout":"paragraph","content":"

The committee’s responsibilities may include creating an “Operating Principles Personal Improvement Plan” to help individuals who are struggling to align with the principles, conducting interviews with candidates to assess their fit, and organizing training sessions on the principles.

\n"},{"acf_fc_layout":"paragraph","content":"

The hope is that this committee will help ensure smoother cross-functional collaboration, reduce instances of hiring or onboarding failures, and ultimately increase our talent/OP density—meaning that we retain and develop employees who are deeply aligned with our culture, without necessarily increasing headcount. This would enhance our capital efficiency and improve the overall working experience for team members.

\n"},{"acf_fc_layout":"heading","text":"Refreshing the Principles as Needed","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Finally, we recognize that our Operating Principles must evolve alongside the company. We are committed to refreshing the principles whenever the group feels they are no longer relevant or reflective of how we operate. This could happen as the team grows or when new challenges arise. By staying flexible and open to change, we ensure that our Operating Principles remain meaningful, every step of the way.

\n"},{"acf_fc_layout":"heading","text":"6. Conclusion: Reflecting on the Journey","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As we look back on this journey of defining, embedding, and living by our Operating Principles, it’s clear that having a solid cultural framework has been essential to Upflow’s growth and success. These principles are not just words on paper—they shape how we operate daily, guide our decision-making, and ensure that we remain aligned as a team, even as we scale. They help us stay true to who we are, while also providing the clarity needed to navigate the complexities of a growing organization.

\n"},{"acf_fc_layout":"paragraph","content":"

Throughout this process, we’ve learned the value of transparency and collaboration. By engaging the entire team in the development of these principles, we ensured that they are not only top-down directives but also a true reflection of how we operate as a collective. Through this initiative, we’ve created a foundation that will continue to serve us as we take on new challenges and opportunities.

\n"},{"acf_fc_layout":"paragraph","content":"

To other companies embarking on a similar journey, we hope our experience provides valuable insights and inspiration. Defining and living by your Operating Principles can be a transformative step in aligning your team, improving cross-functional collaboration, and providing a shared sense of purpose.

\n"},{"acf_fc_layout":"paragraph","content":"

We’d love to hear how other companies approach this challenge. What Operating Principles guide your team? How do you ensure they’re lived out in daily practice? Feel free to reach out, and let’s continue this conversation.

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10645,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"December 17, 2024","publishedAtIso":"2024-12-17T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Upflow Maintains Highest Security Standards with Renewed SOC 2 Type 2 Attestation","description":"We’re happy to announce that Upflow has once again achieved SOC 2 Type 2 compliance. This rigorous attestation, now renewed following our initial achievement of the standard last year, validates our unwavering commitment to enterprise-level security for our customers’ data.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2024/06/upflow-security-renewed-soc-2-type-2.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/upflow-security-renewed-soc-2-type-2","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alex Louisy","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","description":"$59","position":"Co-founder and CEO of Upflow","slug":"alexandre"}},"acf":{"seo_title":"Upflow Security: Renewed SOC 2 Type 2 in 2024","seo_description":"We have renewed our SOC 2 Type 2 compliance. This rigorous attestation validates our commitment to the security for our customers' data.","body":[{"acf_fc_layout":"paragraph","content":"

I’m happy to announce that Upflow has once again achieved SOC 2 Type 2 compliance.

\n"},{"acf_fc_layout":"paragraph","content":"

This rigorous attestation, now renewed following our initial achievement of the standard last year, validates our unwavering commitment to enterprise-level security for our customers’ data.

\n"},{"acf_fc_layout":"heading","text":"Why SOC 2 matters","level":"h2"},{"acf_fc_layout":"paragraph","content":"

When organizations are choosing a vendor, especially one entrusted with sensitive information, security is a top priority. And so it should be.

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we take this seriously. We process revenue data, customer lists, and business communication details – information critical to our customers’ business success.

\n"},{"acf_fc_layout":"paragraph","content":"

The space we’re in is an especially sensitive one and that’s why we’ve always maintained an uncompromising approach to security.

\n"},{"acf_fc_layout":"paragraph","content":"

SOC 2 is a widely recognized security standard for cloud service providers. It assures our customers that Upflow:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Designs and implements robust security controls"},{"text":"Effectively operates those controls over time"},{"text":"Safeguards the security, confidentiality, integrity, and availability of our customers’ data."}]},{"acf_fc_layout":"paragraph","content":"

The reality is not all vendors in our space have SOC 2, let alone renew it.

\n"},{"acf_fc_layout":"paragraph","content":"

This achievement highlights Upflow’s dedication to best-in-class security practices, ensuring our customers’ data remains protected.

\n"},{"acf_fc_layout":"heading","text":"What it means for our customers: trust and security","level":"h2"},{"acf_fc_layout":"paragraph","content":"

The SOC 2 Type 2 attestation provides independent, third-party validation and a stamp that shows we have a very high standard of data security.

\n"},{"acf_fc_layout":"paragraph","content":"

The in-depth audit, conducted over a period of months, assessed the effectiveness of our security controls. Our recent renewal demonstrates that Upflow consistently upholds these rigorous standards.

\n"},{"acf_fc_layout":"paragraph","content":"

I’d like to thank the teams at Vanta and Prescient Assurance for working with us through this process.

\n"},{"acf_fc_layout":"heading","text":"Looking forward: Security will always be a focus for Upflow","level":"h2"},{"acf_fc_layout":"paragraph","content":"

SOC 2 compliance is an ongoing journey, as demonstrated by this renewal. We constantly strive to improve our security, staying ahead of evolving threats and safeguarding our customers’ data.

\n"},{"acf_fc_layout":"paragraph","content":"

To learn more about our security measures, visit our security page and FAQ.

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10619,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"June 11, 2024","publishedAtIso":"2024-06-11T14:00:00Z","modifiedAtIso":"$undefined"},{"title":"Cybersecurity in Action: Upflow & SecAtScale Co-Host Capture the Flag Event","description":"Staying ahead of potential cybersecurity threats not only requires cutting-edge technology but also skilled and vigilant people. Recognizing the importance of continuous training for developers, Upflow recently co-hosted a Capture the Flag (CTF) security event with SecAtScale.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2024/02/cybersecurity-upflow-secatscale-capture-the-flag-event.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/cybersecurity-upflow-secatscale-capture-the-flag-event","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Jean-Christophe Delmas","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/10-1.png","description":"

\n","position":"Director of Engineering at Upflow","slug":"$undefined"}},"acf":{"seo_title":"Cybersecurity in Action: Upflow & SecAtScale Co-Host Capture the Flag Event","seo_description":"Staying ahead of potential cybersecurity threats not only requires cutting-edge technology but also skilled and vigilant people. Recognizing the importance of continuous training for developers, Upflow recently co-hosted a Capture the Flag (CTF) security event with SecAtScale.","body":[{"acf_fc_layout":"paragraph","content":"

Staying ahead of potential cybersecurity threats not only requires cutting-edge technology but also skilled and vigilant people. Recognizing the importance of continuous training for developers, Upflow recently co-hosted a Capture the Flag (CTF) security event with SecAtScale.

\n"},{"acf_fc_layout":"heading","text":"What is SecAtScale?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

SecAtScale, a private community dedicated to levelling-up the cybersecurity of tech organizations, connects cybersecurity leaders from high-potential companies, fostering innovation and knowledge sharing.

\n"},{"acf_fc_layout":"paragraph","content":"

The event, which took place on Wednesday January 31, aimed to gamify security training for developers. The event provided a unique opportunity for the engineering teams from 16 companies in the Paris startup ecosystem (including Backmarket, Pigment, Swile, Mirakl, Dailymotion and Malt), to test and improve their cybersecurity skills.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/capture-the-flag-7-scaled.jpg","caption":""},{"acf_fc_layout":"heading","text":"Giving Developers an Attacker’s Perspective","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Events like this are really significant because they help align the community’s mission with practical, hands-on experiences. SecAtScale’s mission is to build trust in our organizations through solid cybersecurity practices. A Capture the Flag event is usually organised by and for cybersecurity professionals to sharpen their ‘offensive’ skills.

\n"},{"acf_fc_layout":"paragraph","content":"

SecAtScale has turned this into practical training for developers to help them better understand how attackers can discover vulnerabilities. By taking the perspective of an attacker on someone else’s system in a supervised way, I believe they can become better defenders for the solutions they build for Upflow’s merchants.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/capture-the-flag-google-7.jpg","caption":""},{"acf_fc_layout":"heading","text":"The 'After-Party' at Google","level":"h2"},{"acf_fc_layout":"paragraph","content":"

The event’s structure involves a Capture the Flag exercise during the day, where each participating company tackles security challenges from their own offices.

\n"},{"acf_fc_layout":"paragraph","content":"

Google, as a sponsor of the event, hosted an after-party at their Paris headquarters, providing an opportunity for all participants to network and celebrate the day’s accomplishments. The collaboration with Google underscores the importance of industry-wide partnerships in addressing cybersecurity challenges collectively.

\n"},{"acf_fc_layout":"paragraph","content":"

As the importance of cybersecurity continues to grow, whether through expanding in-house security teams or by leveraging devops outsourcing, events like this one serve as a beacon for the industry, showcasing the dedication of companies like Upflow in ensuring the highest standards of security for our users and partners.

\n"},{"acf_fc_layout":"paragraph","content":"

The emphasis on practical training for developers reflects a forward-thinking approach to cybersecurity, recognizing that a well-prepared and educated workforce is the first line of defense against cyber threats.

\n"},{"acf_fc_layout":"paragraph","content":"

Find out more about SecAtScale.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10635,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"February 1, 2024","publishedAtIso":"2024-02-01T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"2023 Highlights: How Upflow Helped Businesses Get Paid Faster","description":"In 2023, Upflow’s 12,000 users saw faster payments, improved cash flow, better revenue predictability, and new opportunities by recovering owed cash reserves.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2024/01/upflow-2023-recap.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/upflow-2023-recap","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Côme Chevallier","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/5.png","description":"$5a","position":"Director of Financial Services at Upflow","slug":"come"}},"acf":{"seo_title":"Upflow’s 2023 Highlights: Here’s How We Helped Businesses Get Paid Faster","seo_description":"In 2023, Upflow had a great year. But, more importantly, our customers had a successful year getting paid faster than ever before. Our now 12,000 users improved their organisations’ cash flows, gained greater revenue predictability and unlocked new business opportunities by recovering their owed cash reserves.","body":[{"acf_fc_layout":"heading","text":"1. Our merchants got paid.","level":"h2"},{"acf_fc_layout":"paragraph","content":"

In 2023, Upflow facilitated the payment of over 8 million invoices, worth a total of $12 billion. This figure represents double the 2022 payment volume running through Upflow.

\n"},{"acf_fc_layout":"blockquote","content":"\"In my 15 years in AR, Upflow is by far the best and most comprehensive tool I've used. There is clearly a before and an after.\"
\r\n","name":"Grégory Labery","title":"Billing Specialist","profil_picture":{"ID":1198,"id":1198,"title":"gregory-side","filename":"gregory-side.png","filesize":215707,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/gregory-side.png","link":"https://upflow-next.vercel.app/customers/side/attachment/gregory-side/","alt":"","author":"1","description":"","caption":"","name":"gregory-side","status":"inherit","uploaded_to":9277,"date":"2026-06-17 12:37:43","modified":"2026-07-23 13:58:50","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":455,"height":455,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/gregory-side-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/gregory-side-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/gregory-side.png","medium_large-width":455,"medium_large-height":455,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/gregory-side.png","large-width":455,"large-height":455,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/gregory-side.png","1536x1536-width":455,"1536x1536-height":455,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/gregory-side.png","2048x2048-width":455,"2048x2048-height":455}},"company_name":"Side","company_logo":{"ID":1197,"id":1197,"title":"side","filename":"side.svg","filesize":5180,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/side.svg","link":"https://upflow-next.vercel.app/customers/side/attachment/side/","alt":"","author":"1","description":"","caption":"","name":"side","status":"inherit","uploaded_to":9277,"date":"2026-06-17 12:37:42","modified":"2026-07-16 15:41:38","menu_order":0,"mime_type":"image/svg+xml","type":"image","subtype":"svg+xml","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":810,"height":809,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/side.svg","thumbnail-width":810,"thumbnail-height":809,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/side.svg","medium-width":810,"medium-height":809,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/side.svg","medium_large-width":810,"medium_large-height":809,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/side.svg","large-width":810,"large-height":809,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/side.svg","1536x1536-width":810,"1536x1536-height":809,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/side.svg","2048x2048-width":810,"2048x2048-height":809}}},{"acf_fc_layout":"paragraph","content":"

Our customers experienced unprecedented success in collecting payments, ensuring healthy cash flow, and boosting their financial stability.

\n"},{"acf_fc_layout":"paragraph","content":"

Upflow features, like Autopay, allowed merchants to collect cash more efficiently. Autopay gives a merchant’s customers the ability to save a payment method and agree to automatically pay invoices on the due date.

\n"},{"acf_fc_layout":"paragraph","content":"

Customers that register a saved payment method receive an email two days before getting debited with all the information about the invoice, amount, and payment method.

\n"},{"acf_fc_layout":"paragraph","content":"

Easy as that! For the merchant, that means time saved for the finance team and less headaches following up unpaid invoices.

\n"},{"acf_fc_layout":"heading","text":"2. And they got paid quickly.","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We don’t have to tell you how important prompt payment is for businesses. Getting paid on time is literally what keeps a business in business.

\n"},{"acf_fc_layout":"paragraph","content":"

In 2023, 88% of the invoices paid through Upflow were settled within a week of their due date.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s right – almost 9 out of every 10 invoices running through Upflow in 2023 were paid no later than a week after their due date. Being able to significantly limit payment delays was a game changer for our merchants.

\n"},{"acf_fc_layout":"paragraph","content":"

Getting paid quickly means merchants using Upflow were able to go ahead with their plans, save finance and AR teams’ time and maintain a healthy cash flow.

\n"},{"acf_fc_layout":"heading","text":"3. No invoice was left behind!","level":"h2"},{"acf_fc_layout":"paragraph","content":"

There comes a point where hope can fade that the business will ever see old invoices paid. You know those invoices that just sit there stagnant for over a year without being paid. Well, in 2023, Upflow merchants had 4,000 of these invoices paid, amounting to approximately $11 million.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s right – $11 million worth of invoices one year or older were paid through Upflow in 2023!

\n"},{"acf_fc_layout":"paragraph","content":"

Empowered by Upflow, our merchants didn’t give up on old invoices in 2023!

\n"},{"acf_fc_layout":"paragraph","content":"

Amazingly, one merchant even had a 6-year-old invoice paid through Upflow.

\n"},{"acf_fc_layout":"heading","text":"4. Upflow users were more active than ever before.","level":"h2"},{"acf_fc_layout":"paragraph","content":"

In 2023, Upflow merchants performed over 1.1 million actions within our platform. That yearly figure is almost equal to the total number of cumulative actions performed from Upflow’s launch to 2022!

\n"},{"acf_fc_layout":"paragraph","content":"

By helping finance teams automate tasks, we’re helping our merchants revolutionize the way they manage their accounts receivable – saving time on manual tasks that can now be spent on work that drives real business value.

\n"},{"acf_fc_layout":"blockquote","content":"\"With 5 disconnected tools, cash collection was a ridiculous amount of work [before Upflow].\"","name":"Arianna Cesareo","title":"Accounting Team Lead","profil_picture":false,"company_name":" Productboard","company_logo":{"ID":1000,"id":1000,"title":"productboard_logo","filename":"productboard_logo.svg","filesize":8599,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/productboard_logo.svg","link":"https://upflow-next.vercel.app/features/analytics/attachment/productboard_logo/","alt":"","author":"1","description":"","caption":"","name":"productboard_logo","status":"inherit","uploaded_to":12223,"date":"2026-06-17 12:11:01","modified":"2026-08-05 16:01:50","menu_order":0,"mime_type":"image/svg+xml","type":"image","subtype":"svg+xml","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":184,"height":48,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/productboard_logo.svg","thumbnail-width":184,"thumbnail-height":48,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/productboard_logo.svg","medium-width":184,"medium-height":48,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/productboard_logo.svg","medium_large-width":184,"medium_large-height":48,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/productboard_logo.svg","large-width":184,"large-height":48,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/productboard_logo.svg","1536x1536-width":184,"1536x1536-height":48,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/06/productboard_logo.svg","2048x2048-width":184,"2048x2048-height":48}}},{"acf_fc_layout":"paragraph","content":"

Our Smart Rules helped merchants automate tedious actions in a few clicks, streamlining their AR funnels based on events with logic that’s fully customizable. Added to that, our new VOIP feature brought live calls directly into Upflow, meaning merchants were able to call their customers directly within the tool and seamlessly log the results in Upflow.

\n"},{"acf_fc_layout":"heading","text":"5. And merchants got deeper insight into their Accounts Receivable.","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Our Premium Analytics provided customers with unparalleled visibility and flexibility in tracking critical AR metrics. With users racking up over 40,000 views of these new tools inside Upflow, Premium Analytics allowed businesses to gain real-time insights, be proactive in credit control strategies, and make better-informed financial forecasts.

\n"},{"acf_fc_layout":"blockquote","content":"\"I know everything I need at a glimpse about each client. That... is very cool!\"
\r\n","name":"Henri de Lorgeril","title":"CEO","profil_picture":false,"company_name":"Avizio","company_logo":{"ID":11104,"id":11104,"title":"avizio_edited","filename":"avizio_edited.svg","filesize":1634,"url":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/avizio_edited.svg","link":"https://upflow-next.vercel.app/customers/avizio/attachment/avizio_edited/","alt":"","author":"1","description":"","caption":"","name":"avizio_edited","status":"inherit","uploaded_to":9344,"date":"2026-07-28 13:41:57","modified":"2026-07-28 13:41:57","menu_order":0,"mime_type":"image/svg+xml","type":"image","subtype":"svg+xml","icon":"https://cms.upflow.dev.3codes.io/wp-includes/images/media/default.png","width":305,"height":53,"sizes":{"thumbnail":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/avizio_edited.svg","thumbnail-width":305,"thumbnail-height":53,"medium":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/avizio_edited.svg","medium-width":305,"medium-height":53,"medium_large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/avizio_edited.svg","medium_large-width":305,"medium_large-height":53,"large":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/avizio_edited.svg","large-width":305,"large-height":53,"1536x1536":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/avizio_edited.svg","1536x1536-width":305,"1536x1536-height":53,"2048x2048":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/avizio_edited.svg","2048x2048-width":305,"2048x2048-height":53}}},{"acf_fc_layout":"paragraph","content":"

2023 was a year of success and growth our users. We’re proud to help our merchants get paid faster, improve accounts receivable management and free up owed cash reserves to grow their businesses!

\n"},{"acf_fc_layout":"paragraph","content":"

Stay tuned for more exciting updates as we continue to empower businesses and unlock the full potential of their cash flow.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10633,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"January 10, 2024","publishedAtIso":"2024-01-10T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Financial Operations as a Growth Catalyst","description":"How to turn your financial operations into a growth catalyst? In this article, we answer this question with the help of expert finance leaders. Gain practical lessons and learn how modernizing your financial tool stack and processes can unlock strategic finance.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/10/financial-operations-as-a-growth-catalyst.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/financial-operations-as-a-growth-catalyst","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Aashima Lamba","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/6.png","description":"$5b","position":"Marketing Director at Upflow","slug":"aashima-lamba"}},"acf":{"seo_title":"Financial Operations as a Growth Catalyst","seo_description":"How to turn your financial operations into a growth catalyst? In this article, we answer this question with the help of expert finance leaders. Gain practical lessons and learn how modernizing your financial tool stack and processes can unlock strategic finance.","body":[{"acf_fc_layout":"paragraph","content":"

Below are summary highlights from a live event with finance leaders organized by Upflow and NetSuite on October 5th, 2023 in Paris, France.

\n"},{"acf_fc_layout":"blockquote","content":"“The goal is not to do reporting for the sake of reporting, but use it to enable your teams to drive strategic business conversations.”
\r\n— Alexandre Antoine (2C Finance)","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

How do you raise the finance function into a business partner and growth catalyst for other teams?

\n"},{"acf_fc_layout":"paragraph","content":"

To shed light on this topic, we recently hosted a panel of next-level finance leaders to share their expert insights. Our speakers included: Grégory Desmaretz, CFO & VP Sales Ops from JobTeaser; Alexandre Antoine, CFO from 2C Finance, Antoine Hue, Pre-Sales Solution Consulting Manager from NetSuite and our very own Alex Louisy, Co-founder & CEO at Upflow.

\n"},{"acf_fc_layout":"paragraph","content":"

Together, they discussed and shared insightful practical lessons on transforming your business’s financial operations. At the core of the session, they explored how modernizing your financial tool stack and processes can unlock strategic finance.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2025/10/Finance-Value-Pyramid-selection.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Source: https://a16z.com/the-cfo-in-crisis-mode-modern-times-call-for-new-tools/

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

Why is that? Because, with a solid foundation of trust in core financial data and the automation of low-value tasks, finance teams can shift their focus to what truly matters:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Supporting and anticipating your company’s growth."},{"text":"Evolving your financial stack to meet new needs."},{"text":"Providing strategic insights and recommendations."}]},{"acf_fc_layout":"paragraph","content":"

In this article, we provide key insights and practical lessons to help your business unlock strategic finance. Let’s get into it.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Principles for designing your finance stack.","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Just like any tool, your finance stack should help you solve important problems for your business. The first step? Identify the need — Why is it an important problem to solve? Prioritize it against other needs, and spell out the success criteria for each initiative. Only then determine if an existing tool or a new one can help you accomplish these goals.

\n"},{"acf_fc_layout":"paragraph","content":"

When you’re starting from scratch, as Grégory did at JobTeaser just after the Series A in 2015, your top priority is repaying existing operational debt. In practice, this often entails transitioning processes from manual emails and spreadsheets to dedicated software. The goal should be to automate low-value-added tasks, like administrative work. For example, Gregory implemented Lucca for HR management to move away from sifting through infinite email threads.

\n"},{"acf_fc_layout":"paragraph","content":"

Fortunately, innovation in the Finance and HR tools sector has been rapidly gaining momentum in recent years with a flurry of much-needed specialized tools. Having said that, watch out to not over-tool your stack. Remember that every tool should help solve a need. When selecting a tool, don’t neglect:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"the ability to integrate the tool with the rest of your stack."},{"text":"the change management, training, and associated maintenance costs."}]},{"acf_fc_layout":"paragraph","content":"

As your business expands, the user base of your financial stack will extend beyond the finance team. If you or they are unprepared or lack proper enablement, it can lead to inevitable headaches, frustration, and more operational debt.

\n"},{"acf_fc_layout":"paragraph","content":"

How do you avoid this? Project your current needs and stack to the mid to long-term future. Steer clear of overengineering your solutions or thinking too far ahead. A good timeframe is generally two to three years. The objective here is to remain agile and flexible in adding or removing parts of your stack to reflect your needs as you grow or encounter hurdles.

\n"},{"acf_fc_layout":"blockquote","content":"“You have no idea where you will be in 5-6 years. If you try to control what you cannot control, and your teams are not mature enough, you will fail.”
\r\n—Grégory Desmaretz (JobTeaser)","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

A good rule of thumb is to aim to remove one tool when you add one. It’s also advisable to periodically review tool usage. As observed by Alexandre at 2C Finance in most companies he has worked for, many stacks show a utilization rate of approximately 50% for tools with similar capabilities, with some used at only 10% capacity.

\n"},{"acf_fc_layout":"paragraph","content":"

Now, in practice, this can be fairly complex. It’s alright to be somewhat ahead of the curve if your business model follows a predetermined growth trajectory. For instance, at JobTeaser it was clear that the sales team would have to expand four- or fivefold after series A, which is why the team implemented Salesforce as a CRM right from the start.

\n"},{"acf_fc_layout":"paragraph","content":"

In any case, your objective should be to stay value-driven in your decision-making process, taking into account both the direct ROI and second or third-order impact. Paying $20k per year for software is not “expensive” if this means freeing up 30% of the time of 2 FTEs, guaranteeing a much higher data quality that makes reporting faster and builds trust with other teams.

\n"},{"acf_fc_layout":"color_block","content":"

In a nutshell, the guiding principles to build a robust and agile stack are:

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Why, when, and how to evolve your financial tool stack?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

As with many things, there is no one-size-fits-all answer to this question. Determining when to upgrade different components of your stack and the order in which to do so can be a challenging process. As Alexandre has experienced at 2C Finance, it boils down to priorities and criticality related to your specific business model. For example, in the SaaS industry, billing takes precedence due to recurring volumes, discounts, upsells, and downsells. Once again, implement what aligns with your scale and the maturity stage of your team.

\n"},{"acf_fc_layout":"paragraph","content":"

Throughout your company’s growth journey, there will be a mix of internal and external factors that will require your financial stack to evolve. These factors may include launching new product lines, expanding into new geographies, increasing your workforce and teams, and the associated needs such as compliance, audits, and legal requirements.

\n"},{"acf_fc_layout":"paragraph","content":"

As your business expands both in size and speed, the need to mitigate risks within your financial stack becomes increasingly vital to ensure you can effectively support the growing demands. Over time, Enterprise Resource Planning software (ERP) becomes a key component of the stack, acting as your “business database” and aggregating inputs from your various teams and other tools in the stack.

\n"},{"acf_fc_layout":"paragraph","content":"

When should you look into them? As always you’ll want to consider ERPs when they can solve current problems or foreseeable challenges in the near future. Avoid succumbing to “hype factors”. For companies raising funds, post-series B is a typical a good moment to act.

\n"},{"acf_fc_layout":"paragraph","content":"

This is precisely why JobTeaser decided to implement NetSuite as their Enterprise Resource Planning software (ERP) as they neared 300 people in the company. For instance, in the case of purchasing processes, they faced challenges such as not knowing who had granted approval for payables and lacking a real-time view of operating expenses

\n"},{"acf_fc_layout":"paragraph","content":"

Another typical use case is when your company starts internationalizing. In such situations, you’ll likely need to operate two distinct accounting systems under one roof, often involving intra-company transactions and stringent audit trail requirements.

\n"},{"acf_fc_layout":"paragraph","content":"

It’s recommended to privilege native integrations in your stack. Why? As you grow and your stack along with it, it will be key to generate accurate, near-live data. This allows your finance team to start forecasting and anticipating the future of your business instead of reporting on the past.

\n"},{"acf_fc_layout":"paragraph","content":"

Speaking a common language with other teams and unlocking fast decision-making is the catalyst to finance teams being perceived as strategic business partners instead as a simple support function.

\n"},{"acf_fc_layout":"blockquote","content":"“Today if our VP Sales wants to run a $20k incentive program on new deals across the team, the FP&A team can produce an answer within 24 hours because we have a near real-time view on budget and expenses in NetSuite. That’s a concrete example of how we can impact business growth.”
\r\n—Grégory Desmaretz (JobTeaser)","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

Finally, adapting your stack and maintaining agility in introducing or phasing out tools is a strategic part of their jobs, and avoid working in frustrating technical environments. In fact, some people may not want to work in a business without a specific CRM or ERP. Why? Because a rusty stack signals growth hurdles for both their personal development and the future of the company.

\n"},{"acf_fc_layout":"color_block","content":"

In a nutshell, the guiding principles to evolve your financial stack over time are:

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"From reporting to strategic insights and recommendations.","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Reporting should not be siloed or a simple box to be ticked. Rather, it’s vital information used to influence strategic business decisions. A healthy financial stack allows your team to efficiently generate accurate foundational data.

\n"},{"acf_fc_layout":"paragraph","content":"

For most software and service companies the P&L is quite simple. Cash reporting is typically where you want to focus your energy. This is particularly relevant for startups and scale-ups, where approximately two-thirds of the cash expenses typically go toward salaries and other software-related costs.

\n"},{"acf_fc_layout":"blockquote","content":"“Most reporting is backwards-looking, except cash — you have to be on top of it with a clear picture minimum 6 months into the future and be able to run ‘what-if’ scenario analyses.”
\r\n—Antoine Hue (NetSuite)","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

The two key elements you should always have a clear view of are:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"Outflow = hiring plan."},{"text":"Inflow = cash conversion of revenues."}]},{"acf_fc_layout":"paragraph","content":"

At the end of the day, your reporting goals should be to help your teams extract meaning from the numbers and from them derive action items. It’s about making it easy for every team to interact with reports in order to build impactful stories.

\n"},{"acf_fc_layout":"paragraph","content":"

How do you get this started? You’ll want to design backwards, and start from the actual job to be done: finding the KPIs you want to track encourages you to organize and sanitize your source data and obtain more granularity. The results? It will enable you and your team to free themselves to focus their efforts elsewhere when they can drive a higher impact thanks to the improved overall quality of the stack.

\n"},{"acf_fc_layout":"paragraph","content":"

Consider both the direct and indirect implications of the numbers and empower your team to ask follow-up questions like “So what?” This is how you can establish the finance function as a crucial partner in the strategic decision-making processes.

\n"},{"acf_fc_layout":"paragraph","content":"

For example, at JobTeaser, Gregory bridged the gap with the Sales team. They relied on Salesforce as the source of truth for bookings, ensuring a shared language and aligning financial expectations with actual results. Without it they could have faced inconsistencies or found holes in the cash model which left undressed could signify the downfall of a business.

\n"},{"acf_fc_layout":"paragraph","content":"

Just like building a house to endure any storm, your business and finance teams must lay solid foundations. Prioritize the fundamentals. While reporting for fund-seeking or external stakeholders is necessary, it should not be where you spend the bulk of your time. Why? To ensure your business not only survives but thrives and remains resilient, it needs direction. This direction is derived from the internal awareness and communication facilitated by effective reporting. Determine who requires access to specific data and be open to generating separate reports tailored for distinct purposes.

\n"},{"acf_fc_layout":"color_block","content":"

Key takeaways:

Separate your financial reporting (for external audit) from your operational reporting (for internal decision-making).
Model out “bear”, “bull” and “base” case scenarios everywhere possible. Run “what-if” analyses by playing with major operating assumptions.
Extract meaning from key performance indicators: what is the story playing out? what are the 2nd and 3rd order consequences?

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10615,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null},{"id":388,"name":"Partners","slug":"partners","description":"Discover insights from Upflow’s partner blogs","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"October 13, 2023","publishedAtIso":"2023-10-13T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"The Chief of Staff Role at Upflow","description":"In this article, discover what the Chief of Staff role is all about.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/06/the-chief-of-staff-role-at-upflow.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/the-chief-of-staff-role-at-upflow","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Louis Bidou","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/11.png","description":"

At Upflow, Louis built the company’s operating system from the ground up, creating the structures and rhythms that keep teams aligned and decisions moving as the business scales.

\n","position":"Director of Operations at Upflow","slug":"$undefined"}},"acf":{"seo_title":"The Chief of Staff Role at Upflow","seo_description":"In this article, discover what the Chief of Staff role is all about. ","body":[{"acf_fc_layout":"heading","text":"Foreword","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Right after Upflow’s Series A, Alex, co-founder & CEO, decided to initiate the hiring of a Chief of Staff. Back then, he had already spent the time to clarify the need and scope of the role. The team was about to grow from 15 to 50+ people, along with the increasing complexity of the organization. He envisioned the need for someone to work alongside him. In this context, I joined the team as Chief of Staff to the CEO in January 2022.

\n"},{"acf_fc_layout":"paragraph","content":"

The Chief of Staff role takes very different forms depending on the organization. The responsibilities of a Chief of Staff in a 5,000-people corporation are very different from those in a 50-people startup or in public administration. However, there are some common characteristics.

\n"},{"acf_fc_layout":"paragraph","content":"

Over the past 18 months, I have had numerous internal discussions with colleagues and external discussions with peers and CEOs on the Chief of Staff’s role and how it translates here at Upflow. The goal of this post is to structure and share those insights, hoping it can serve as a point of reference for similar organizations.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Why, the Chief of Staff’s raison d’être","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Why might an organization need a Chief of Staff?

\n"},{"acf_fc_layout":"paragraph","content":"

In an ideal world and once the company reaches product-market-fit, the CEO focuses their time on four top priorities: (A) creating and implementing a strategy to achieve the company’s mission and reach its vision, (B) building and enabling a top team to execute this strategy, (C) driving culture change as the organization grows, and (D) financing it all.

\n"},{"acf_fc_layout":"paragraph","content":"

But they often end up spending a lot of time on (E) running everywhere and spending time on operations. CEOs can feel overwhelmed and overexposed. They are frequently preoccupied with the organization’s productivity, the inefficient flow of information slowing down decision-making, the endless back-and-forth and follow-ups, and experience difficulties giving up on things they used to do – from sales to ordering coffee. Being a CEO is exhausting. It is often challenging for them to find time to focus on their core duties. Yet, they do not need to intervene in every topic brought to their attention actively.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s where the Chief of Staff comes in, acting as an extension of the CEO to maximize their impact, help them make decisions, and reduce the pressure on them.

\n"},{"acf_fc_layout":"paragraph","content":"

Note that you probably don’t need a Chief of Staff before the company reaches product-market-fit, or at least not one with the scope I describe in this article.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Panorama of the role","level":"h2"},{"acf_fc_layout":"paragraph","content":"

In a very insightful study published in February 2023, Roland Berger drew a panorama of the Chief of Staff role in the US and in France – the two geographies where Upflow has permanent offices in. We learn that:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"There are 6 times more Chiefs of Staff in the US (4,700) than in France (800)."},{"text":"The US Chiefs of Staff tend to be much more experienced than their French counterparts. 90% of them are 40+ years old, while 80% of French Chiefs of Staff are under 40 years old."},{"text":"Females are more represented in the French Chief of Staff population (45%) than in the US (30%)."},{"text":"Most Chiefs of Staff have a cross-functional background. 25% come from Consulting & Finance, 25% from Sales & Business Development, 15% from Operations, 15% from Administration, and 15% from other functions."},{"text":"Most US Chiefs of Staff work in large organizations (75% of them have 1,000+ colleagues), primarily in public administrations (only 30% work in private companies)."},{"text":"Most big French companies already have a Chief of Staff (70% of the CAC & Next 40, and 40% of the SBF & Next 120)."}]},{"acf_fc_layout":"paragraph","content":"

In a nutshell, the Chief of Staff role is well-embedded in the US. They are more experienced, mostly male, and work for large corporations, particularly public administrations. In France, most big companies have a Chief of Staff, who is generally younger and equally represented by both genders. Candidates mostly come from strategy and cross-functional roles.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Missions at Upflow","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Now, with this panorama and skillset in mind, here are the missions of Upflow’s Chief of Staff. They describe their focus while the company grew from 15 people to 50+ people post-Series A, covering an 18-month period. I illustrate each item with an example of an actual project.

\n"},{"acf_fc_layout":"paragraph","content":"

The scope of the role regularly evolves as the company grows, as I will describe toward the end of this article. For context, it often starts as an individual contributor role with no direct reporting line. As the organization develops, the Chief of Staff may build an independent CEO Office composed of an executive assistant and a few strategic project managers.

\n"},{"acf_fc_layout":"paragraph","content":"

The Chief of Staff’s role at Upflow is organized around three main themes:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Strategic planning and special projects — Ensuring the company's mission and priorities translate into actions, and owning the delivery of ad-hoc and strategic cross-functional initiatives."},{"text":"Rhythmics and communication — Accelerating decision-making with the appropriate rhythm and information flows, and keeping our external stakeholders engaged."},{"text":"Sparring partnership and facilitation — Supporting the CEO's thinking process and acting as the \"first door\" before their door."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"A. Strategic planning & Special projects","level":"h3"},{"acf_fc_layout":"paragraph","content":"

One of the Chief of Staff’s missions is to prevent a lack of strategic alignment across the organization and to act as the CEO’s extension in navigating cross-functional initiatives.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

1 — Make the strategy operational, coordinating strategic planning

\n"},{"acf_fc_layout":"paragraph","content":"

When he joined Upflow, the team was running on a simple version of the OKR methodology driven by the CEO. One of the Chief of Staff projects has been to strengthen our OKR implementation and onboard all the departments. You may find more on this project in this blog post.

\n"},{"acf_fc_layout":"paragraph","content":"

Sarah Bernadet, Chief of Staff at Modjo, leads their strategic planning efforts and recalls the importance of grounding them into a cohesive company direction.

\n"},{"acf_fc_layout":"blockquote","content":"“As we have been scaling our use of the OKR methodology at Modjo, we have realized the critical importance of starting with and consolidating the basics. This entails not only having a clear mission (what we are trying to achieve) and a compelling vision (what the world looks like when we succeed) but also developing a strategy — a plan to win that describes how we will achieve our vision. Only then will your OKRs be meaningful and create commitment among the team. To set things in the right direction, begin with the bigger picture and then cascade actions accordingly. To accomplish this, I am facilitating workshops and consultations with the company founders, the leadership team, and the entire team to generate ideas and leverage collective intelligence. The objective is to define the best strategy that would enable us to achieve our ambition of becoming a European leader.”","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

2 — Streamline strategic & cross-functional initiatives, performing research and formulating actionable recommendations to the CEO

\n"},{"acf_fc_layout":"paragraph","content":"

For instance, the Chief of Staff wrote a plan to refresh our values and collectively discover and define our operating principles. The goal of this project was to document core tenets describing the way we work and are together, the specific behaviors and skills we care about most. This would help us hire for cultural fit, onboard and review people’s performance, and make decisions day-to-day. He organized a series of workshops and was both accountable and responsible for the execution of this project. You can learn more about our operating principles on our careers page.

\n"},{"acf_fc_layout":"paragraph","content":"

A second example: The Chief of Staff worked on scoping and documenting a Talent/People senior hire. He interviewed several peers and HR leaders in the ecosystem to understand the missions of a VP Talent/People, when companies usually make such a hire, what the expected key competencies are, and where this person would sit in the organizational chart. Then, based on this research, he sent a recommendation to the CEO.

\n"},{"acf_fc_layout":"paragraph","content":"

And a third example: The Chief of Staff wrote a plan for Upflow to make a corporate Environmental, Social, and Governance (ESG) commitment and take action. While helping B2B businesses get paid, improve their cash flows, and the overall health of their business, Upflow wants to be a positive force on society and the environment. Upflow wants the world to be slightly better with us than without us and understands it is beneficial for its organization and business to build long-term resilience to environmental, social, and governance challenges. The Chief of Staff interviewed several ESG leaders and built a believable plan on how to start our ESG policy – in small batches yet meaningfully, as per our operating principles.

\n"},{"acf_fc_layout":"paragraph","content":"

As the Chief of Staff at Partoo, a SaaS startup with over 400 employees, Alexis Loppin also manages numerous cross-functional projects to support the scaling phase.

\n"},{"acf_fc_layout":"blockquote","content":"“My team and I handled the integration of Pulp, a startup specialized in table payments and click & collect. This involved working on internal communication to reassure the teams and external communication to engage prospects, clients, and partners around this new vision. It was also necessary to establish working groups focusing on HR, Operations, Finance, Sales, and Product to create synergies between the two companies and maintain Pulp's growth momentum. I also worked on other significant projects, such as implementing a stock options program and renaming the Spanish subsidiary.”","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"heading","text":"B. Rhythmics & Communication","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Another part of the Chief of Staff’s mission is to avoid ineffective communication, both internally and externally, limited transparency leading to lower team engagement, and hindered decision-making.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

INTERNALLY

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

3 — Monitor the progress toward our goals and implement transparency

\n"},{"acf_fc_layout":"paragraph","content":"

The Chief of Staff worked on reinforcing the internal transparency on our performance by refreshing the reporting available company-wide. This project has been performed hand-in-hand with our Data team. This also laid the groundwork for stronger data governance practices, ensuring clarity and consistency in how performance data is tracked and communicated across teams.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

4 — Take the temperature upstream from the frontline to understand which communications are needed

\n"},{"acf_fc_layout":"paragraph","content":"

As the company grows, the meetings embedded in our operating systems become obsolete, and we need to reinvent them so they always support a clear purpose. The Chief of Staff reviewed our internal rhythmics to best match our current needs (all-hands, standup, retrospectives…). This is an effort that shall be made regularly.

\n"},{"acf_fc_layout":"paragraph","content":"

As Chief of Staff, Guillaume Linet also worked on designing the right internal rhythmics at Spendesk as the company grew fast to 600 people.

\n"},{"acf_fc_layout":"blockquote","content":"“When scaling, three critical elements tend to falter: internal communication, knowledge sharing, and decision-making. To address the first one, I have implemented a structured internal communication system with established routines and rules to foster context-sharing throughout the entire organization. Our week kicks off on Monday morning with a dedicated Kick Off session, while every Thursday, we gather for a Town Hall meeting, where we not only celebrate newcomers but also provide a platform for Spendeskaries and Spendeskers to share valuable insights about their work. Additionally, we regularly organize company Q&A sessions. As our team has grown to a size of 600 Spendeskers, I recognized the need for a dedicated individual to lead our internal communication efforts, which has now become a full-time role.”","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

5 — Align the organization with the C-level vision, connecting vision & execution, and ensuring information flows up/downstream

\n"},{"acf_fc_layout":"paragraph","content":"

The more we onboarded new joiners, the more challenging it was to ensure that everyone was personally connected to the company’s vision, mission, and strategy. That’s why the Chief of Staff took time to discuss 1:1 with everyone to support the collective understanding of our strategy and source feedback and concerns. This feedback would then inspire the messages shared during the company’s quarterly all-hands meetings.

\n"},{"acf_fc_layout":"paragraph","content":"

At Seven, Yahya Fallah trains future Chiefs of Staff to facilitate the information flow and unlock conflicts.

\n"},{"acf_fc_layout":"blockquote","content":"\"One of the most important things in an organization is how well people collaborate and work together as a team. But sometimes, misunderstandings or conflicts can happen. As a Chief of Staff, you play a critical role in handling these issues. Your job isn't to judge; it's to help make things smoother. We believe that most conflicts in the organization happen because people lack information. So, your key skill is to listen, understand, and support everyone involved in finding a solution. This means being a good listener, knowing how to negotiate and get people to think logically instead of emotionally, being creative, having good communication skills, and really knowing what the organization values and wants to achieve.”","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

6 — Oversee top management and company-wide meetings and communication

\n"},{"acf_fc_layout":"paragraph","content":"

When the Chief of Staff role was created, post-Series A, the company was currently hiring and onboarding an experienced leadership team to drive Upflow to its next stage. We thus needed some rituals to work as a unit. The Chief of Staff worked on introducing and delivering regular leadership meetings to improve coordination and alignment.

\n"},{"acf_fc_layout":"paragraph","content":"

As another example, the Chief of Staff organized some offsites with the leadership team. The purpose of those days is to bring this team together. To balance productive and casual moments, we open a transparent forum to discuss the challenges ahead of us and reflect on our priorities and how to better operate as a unit.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

7 — Accelerate decision-making by acting as a proxy for the CEO in meetings

\n"},{"acf_fc_layout":"paragraph","content":"

The CEO doesn’t need to be in all meetings. For instance, we had at some point an internal discussion about how we should define and report on the opportunities we generated from our partners. This required some alignment between our Alliances and Business Operations teams. The Chief of Staff represents the CEO in some of those meetings to ensure we move forward fast.

\n"},{"acf_fc_layout":"paragraph","content":"

Another example; on several occasions, the CEO wanted to consult several stakeholders internally before making a decision. Instead of him spending three hours interviewing five people, the Chief of Staff did the heavy lifting here, running those interviews, compiling key learnings, and formulating a recommendation to the CEO to accelerate decision-making.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

EXTERNALLY

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

8 — Manage & prepare communication with external stakeholders

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, the Chief of Staff attends the quarterly Board meetings as an observer and is in charge of preparing the session. Upon onboarding, he refreshed the deck template, sourcing best practices from Silicon Valley’s investors. He is responsible for compiling all important information, translating it meaningfully, and ensuring that the meeting’s working session is fruitful.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

9 — Act as an external ambassador of the CEO, supporting them in stepping up as an opinion leader

\n"},{"acf_fc_layout":"paragraph","content":"$5c"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"C. Sparring partner & facilitator","level":"h3"},{"acf_fc_layout":"paragraph","content":"

The last main area of intervention of the Chief of Staff at Upflow is to challenge and strengthen the CEO’s convictions and ensure their stakeholders’ interfaces make the best use of their time.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

10 — Act as a mirror, actively listening and feeding the CEO’s thinking process by challenging their proposals and conclusions

\n"},{"acf_fc_layout":"paragraph","content":"

The Chief of Staff meets the CEO every week and leverages every opportunity to brainstorm together on the current company priorities and challenges. Of course, the CEO is not alone and closely relies on his relationship with his co-founder to make the best decisions for the company. The Chief of Staff builds on those founders’ discussions, shares a more external point of view, and engages in a coaching-type/active listening and discovery discussions to strengthen the CEO’s intuitions and inner convictions.

\n"},{"acf_fc_layout":"paragraph","content":"

I recall here that, in Upflow’s context, the Chief of Staff does not have decision-making power in any areas of the business or product. Their role is to support, inform, challenge, and generally strengthen the decision-making process of the leadership team and especially the CEO, but he is not responsible for actually arbitrating cases.

\n"},{"acf_fc_layout":"paragraph","content":"

Angélique de Taddeo began her adventure with AB Tasty years ago when they were a team of 25 (vs. 300 in 2023). She has grown alongside the organization, progressing to the position of Chief of Staff after fulfilling multiple roles within the company, and now regularly acts as advisor/coach to their CEOs.

\n"},{"acf_fc_layout":"blockquote","content":"$5d","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

11 — Advise the CEO on their agenda, prepare meeting notes, and interface with stakeholders

\n"},{"acf_fc_layout":"paragraph","content":"

In the absence of an Executive Assistant, the Chief of Staff audits the CEO’s agenda every 6 months to ensure that his time is well organized and that he can make time to focus on his top priorities.

\n"},{"acf_fc_layout":"paragraph","content":"

Another example. The CEO spent several months in our US office. The Chief of Staff supported the CEO in preparing his stay ahead of time and fully leveraging his presence there, both by spending meaningful face time with the team and by meeting local partners and stakeholders.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

12 — Filter requests to save time for the CEO

\n"},{"acf_fc_layout":"paragraph","content":"

In a relatively small company, filtering requests to the CEO can be slippery. You don’t want to add unnecessary friction to the relationship between the leadership and the CEO, but instead, ensure that the communication is smooth and efficient. The Chief of Staff supports the leadership team in living and communicating by our operating principles when interfacing with the CEO. He can act here as the first door before the CEO’s door, ensuring cases are well-documented, and that the CEO will have everything he needs to decide when the conversation will start.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Not filling the gaps","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Without going through the long list of things the Chief of Staff at Upflow does not do, I want to flag one specific element of the role that may differ from one company to another and have a profound impact on the Chief of Staff’s day-to-day.

\n"},{"acf_fc_layout":"paragraph","content":"

When discussing with some of my Chief of Staff peers, I realize that some of us are expected to temporarily fill gaps in the organization, while some are not.

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, I do not fill the gaps. We often say that I am expected to build houses, but not to live in them. For instance, I drew a battle plan to get started on our ESG policy, but won’t be the one responsible for it as it unfolds. As another example, I built our 360 review process, but it is our People team’s responsibility to run it. I help the CEO anticipate fires, for instance, changes in the team, instead of acting as a smoke jumper. I do not act as a leader in the interim and do not own a specific area of the business or product.

\n"},{"acf_fc_layout":"paragraph","content":"

This is not how all organizations work. This can be driven by the appetite of the Chief of Staff. In my case, I don’t feel capable enough in Sales to successfully lead the Sales team while our VP of Sales is on parental leave, and neither do I feel capable enough to lead our People efforts if we temporarily have no one in charge. So I prefer not to commit to this. If our VP of Sales is to be off for a few months, my role as Chief of Staff is to have anticipated that ahead of time and built a contingency plan together with the Sales and People leaders so the organization and business continue to run as usual.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What’s next","level":"h3"},{"acf_fc_layout":"paragraph","content":"

The above missions describe the Chief of Staff’s first 18 months in the role, growing the company from 15 to 50+ people post Series A. As the company keeps on growing, the role of the Chief of Staff will too. Here are some options and areas we may reinforce in discussion with the CEO:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Give more independence to the Chief of Staff and get him to represent the founders internally on more occasions."},{"text":"Act as a real coach to the CEO to help him become a \"10x professional.”"},{"text":"Regularly make recommendations on our corporate strategy, including competitive positioning and financing."},{"text":"Act as the first line of communication with our existing investors, before the CEO."},{"text":"Onboard an Associate and build up a structured Founders Office."}]},{"acf_fc_layout":"paragraph","content":"

This will all depend on the growth path of the organization. That’s another thing the Chief of Staff needs to be comfortable with: navigating ambiguity and uncertainty.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"How to be successful","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Given the broad array of projects in which the Chief of Staff is involved and the variety of stakeholders they have, a few core skills appear to be key to success.

\n"},{"acf_fc_layout":"paragraph","content":"

Project management — Proving a sound personal organization is crucial to face and manage many different topics simultaneously. The Chief of Staff needs discipline, attention to detail, and patience & tenacity to follow up with their stakeholders to ensure projects are delivered right and on schedule.

\n"},{"acf_fc_layout":"paragraph","content":"

Business savvy — Especially in a relatively small company, understanding the market, product, and technology, and what is required for sustained operating results is very important so the Chief of Staff formulates meaningful strategic recommendations to the leadership.

\n"},{"acf_fc_layout":"paragraph","content":"

Ability to see what pressures the leader faces — When referring to the professional relationship between the CEO and their Chief of Staff, we sometimes talk about a “professional couple.” To make it work, the Chief of Staff needs empathy. They will need to precisely connect to their leader’s pressures and find ways to lessen them.

\n"},{"acf_fc_layout":"paragraph","content":"

Communication — Being a good communicator will prove to be a very useful asset in the Chief of Staff job. Personally, they are interacting with multiple stakeholders and need to be able to speak their mind with clarity. And in their relationship with the leader, they will be involved in refining their messages and ensuring that they are understood by the audience, whether internal or external.

\n"},{"acf_fc_layout":"paragraph","content":"

When Forbes asked Emily Smith, Chief of Staff at Lattice, about what a company should prioritize in their job search for this role, she advised:

\n"},{"acf_fc_layout":"blockquote","content":"“Focus on candidates with really strong communication and relationship-building skills. The ability to become a subject matter expert quickly is also very important, as are leadership skills, empathy, and a business-first mindset. Finally, make sure you’re bringing candidates into the pipeline that are comfortable with uncertainty, as things in this role are always going to change.”","name":"","title":"","profil_picture":false,"company_name":"","company_logo":false},{"acf_fc_layout":"paragraph","content":"

Besides those core skills, you will need to gain your colleagues’ trust to be successful. Even though the Chief of Staff role often starts as an individual contributor role, your job is, by design, highly collaborative. You will have to build strong professional bonds with the people you will interact with and serve day-to-day.

\n"},{"acf_fc_layout":"paragraph","content":"

The first thing you will want is to ensure that people understand your role and on which occasions you may work together. To do so, some explicit top-down sponsorship and communication from the CEO are always welcome. But do not stop here. Teach the role internally. You may organize a training or team meeting on the role, publish an internal “How to work with me” note, write a blog post, invite a few Chief of Staff peers, and organize a panel for your team in your offices on a Thursday night… Be creative, and show pedagogy.

\n"},{"acf_fc_layout":"paragraph","content":"

Then, once the group understands how you may interact together day-to-day, prove your value. In my experience, experiencing is believing here. Go help them. Roll up your sleeves, take over a project, and make their lives easier. They will observe you can have meaningful conversations with them and even support them in their role. Trust will follow.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Why become Chief of Staff","level":"h2"},{"acf_fc_layout":"paragraph","content":"

You now have a better understanding of what working as a Chief of Staff in a Series A company may entail. To many, this role appears as an excellent career accelerator. Here are a few opportunities you may seize by moving to such a position.

\n"},{"acf_fc_layout":"paragraph","content":"

Be in the CEO’s head — If you are considering starting your own company at some point in your life, the Chief of Staff role can provide you with a deep and personal understanding of the CEO’s mindset. This will depend on the relationship you have with the CEO and how much they are willing to open up to you with vulnerability. Being their professional confidant is a unique chance to relate to their experiences as an entrepreneur and assess whether you want to pursue a similar path.

\n"},{"acf_fc_layout":"paragraph","content":"

Comprehensive understanding of how the organization functions — As a Chief of Staff, you will work closely with the company’s CEO or founder and gain exposure to various business areas. You will be involved in projects with multiple teams, allowing you to develop a holistic understanding of the organization’s internal workings.

\n"},{"acf_fc_layout":"paragraph","content":"

Refine your strategic thinking skills — You will actively participate in high-level decision-making and strategy discussions, and you may even have the opportunity to attend board meetings. This involvement will provide valuable insight into the company’s direction and vision, as well as the chance to learn from experienced leaders and hone your strategic thinking skills.

\n"},{"acf_fc_layout":"paragraph","content":"

Enhance your leadership abilities — By collaborating closely with the executive team and overseeing cross-functional initiatives, you will have the opportunity to practice aligning stakeholders and influencing others. These skills will be valuable not only for your current role but also for future career prospects, whether inside or outside the organization.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Conclusion","level":"h2"},{"acf_fc_layout":"paragraph","content":"

The Chief of Staff’s mission is to maximize the CEO’s impact. For the organization, onboarding a Chief of Staff is a great way to relieve pressure from the CEO, help them find time for what matters, and support their decision-making. It proves to be a very helpful asset, especially when the company is growing rapidly.

\n"},{"acf_fc_layout":"paragraph","content":"

For the person fortunate enough to secure the job, it exposes them to a wide variety of topics and strengthens their strategic thinking, communication abilities, and project management skills. To many, it is seen as a powerful career accelerator.

\n"},{"acf_fc_layout":"paragraph","content":"

In many respects, this role can be a mutual success for both the organization and the individual.

\n"},{"acf_fc_layout":"paragraph","content":"

I hope this post provides you with a useful example and supports your thinking. I’d love to continue the discussion – feel free to reach out.

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10645,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"June 28, 2023","publishedAtIso":"2023-06-28T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"Achieving SOC 2 Type 2: Our Exemplary Commitment to Cybersecurity","description":"We’re happy to share that we’ve recently validated our effort by obtaining our SOC 2 Type 2 compliance report.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/06/achieving-soc-2-type-2-our-exemplary-commitment-to-cybersecurity.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/achieving-soc-2-type-2-our-exemplary-commitment-to-cybersecurity","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Jean-Christophe Delmas","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/10-1.png","description":"

\n","position":"Director of Engineering at Upflow","slug":"$undefined"}},"acf":{"seo_title":"Achieving SOC 2 Type 2: Our Exemplary Commitment to Cybersecurity","seo_description":"We’re happy to share that we’ve recently validated our effort by obtaining our SOC 2 Type 2 compliance report.","body":[{"acf_fc_layout":"paragraph","content":"

When it comes to choosing the right vendors for your company, especially when they’re the ones dealing with some of your most sensitive data, there is a question you should always ask as a decision-maker: “How serious are you about the security of your customers’ information?”

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we store and process the revenue data of our merchants, the list of their customers, details on their business relationships and communications. Thus, from day one, the answer to that question has always been “uncompromising”. It’s not about impressing our clients; it’s about doing the right thing so they can fully (and trustfully) focus on managing and improving their cash collection with Upflow.

\n"},{"acf_fc_layout":"paragraph","content":"

But once we’ve acknowledged this fundamental principle, you may be uncertain about the best way to assess our commitment to securing your financial data and protecting your business transactions.

\n"},{"acf_fc_layout":"paragraph","content":"

For this reason, it’s always been crucial for us to align our operations with the SOC 2 information security standard, and we’re happy to share that we’ve recently validated our effort by obtaining our SOC 2 Type 2 compliance report. And because we strive for excellence, the report comes with no exception (or non-conformity). Put simply, it’s a demonstration that we dedicate significant efforts across our organization and successfully invest on the security, confidentiality, integrity and availability of our services. It shows that we’re aligned with best-in-class companies to keep your data safe.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What is SOC 2?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

SOC 2 (Service Organization Control 2) is a widely recognized auditing standard regulated by the American Institute of Certified Public Accountants (AICPA). SOC 2 audits are conducted to assess the level of maturity of service organizations, notably cloud service providers, regarding their information security protocols and safeguards implemented to protect their services and the data of their customers. It involves independent auditors who are qualified to evaluate and attest to the effectiveness of an organization’s internal controls.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What is a Type 2 report?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

A SOC 2 Type 2 report is a comprehensive evaluation that assesses how effectively the service organization’s controls work over a period of time, typically 4 to 6 months. It provides an independent auditor’s opinion on whether the controls are not only designed, but also operated well enough to meet the trust principles of SOC 2.

\n"},{"acf_fc_layout":"paragraph","content":"

Unlike a Type 1 report, which only assesses the design of controls at a specific moment, a Type 2 report shows how well the controls were implemented and operated over a lengthy period of time. This report assures stakeholders that the service organization consistently maintains effective controls and safeguards sensitive data.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What’s next?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Complying with SOC 2 is a means, not an end. We constantly strive at challenging and improving the security posture across our organization, making sure we cover emerging threats and keep protecting our customers’ data adequately.

\n"},{"acf_fc_layout":"paragraph","content":"

If you want to learn more about the cybersecurity measures we put in place to ensure the confidentiality, integrity and availability of our service and customers’ data, see our security page and FAQ, or feel free to reach out so we can discuss.

About the Author

Jean-Malo (JM) is the Director of Product Management at Upflow, where he leads the design and development of the platform’s core features. With a strong product mindset and a deep understanding of user needs, JM ensures Upflow’s tools deliver both functionality and delight to modern finance teams.

At Upflow, he works cross-functionally to translate customer feedback into intuitive, impactful features, especially around integrations, workflows, and platform scalability. His expertise lies in making complex financial processes simpler through thoughtful product design and seamless system connectivity.

JM contributes to Upflow’s blog with practical, product-driven content that helps users get the most value from the platform. He writes in-depth guides on product comparisons, software integrations, and the strategic advantages of using Upflow within a broader finance tech stack.

\n","position":"Director of Product Management at Upflow","slug":"jean-malo-le-dreff"}},"acf":{"seo_title":"Autopay: The New Frontier of Cash Collection","seo_description":"Late payments can have a significant impact on your cash runway. With Autopay, directly save your customer's payment methods for more efficient cash collection. Never again chase late payments. ","body":[{"acf_fc_layout":"paragraph","content":"

Late payments can have a significant impact on your cash runway and the financial health of your business. They can disrupt cash flow, affect credit scores and even cause operational challenges. According to the PYMNTS 96% of businesses experience late payments. Based on our data, on average merchants are paid in 34 days while the Average term of an Invoice is 24 days.

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow we understand that cash collection is a top priority for businesses in the current environment, and that’s why we are committed to providing the best innovative solutions to help your business succeed.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Autopay for faster cash collection","level":"h2"},{"acf_fc_layout":"paragraph","content":"

After helping you set up efficient AR processes and achieve a best-in-class cash collection we are thrilled to announce the release of Autopay in Upflow to push your Accounts Receivable collection even further.

\n"},{"acf_fc_layout":"paragraph","content":"

Autopay gives you the ability to register your customers’ Credit Cards or Debit Mandates directly on your Upflow portal. Your customers are then directly debited on the invoice due date and you can sit back relax and collect what you are owed.

With the ability to save payment methods, you can now rely on timely and regular payments without having to spend time and resources on cash collection.

\n"},{"acf_fc_layout":"paragraph","content":"

You can now focus on having a payment method saved for every customer and not chase late invoices. This will help you maintain a healthy cash flow and free up your time and resources to focus on other important aspects of your business.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Simple yet powerful","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Autopay is a very powerful tool for businesses looking to improve their financial health and streamline their payment processes. It is now directly embedded in the best-in-class Upflow portal interface, available to all of your customers. With real-time payment status updates and automatic payment initiation, Autopay is the solution for finance teams who want to save time and reduce the risk of late payments.

\n"},{"acf_fc_layout":"paragraph","content":"

Try it out today and see how Upflow and Autopay can help take your business to this new frontier.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"},{"acf_fc_layout":"heading","text":"FAQs","level":"h2"},{"acf_fc_layout":"article_faq","items":[{"question":"How does Autopay help businesses reduce late payments and improve cash flow?","answer":"

Autopay allows businesses to securely save their customers’ payment methods, like credit cards or debit mandates on the Upflow portal. This means invoices are automatically paid on their due date, reducing the risk of late payments. By eliminating the need to manually chase payments, finance teams can maintain healthy cash flow, save time, and focus on more strategic tasks.

\n"}]}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10637,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"March 23, 2023","publishedAtIso":"2023-03-23T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Cover Your Costs with Convenience Fees","description":"Credit card fees can have a significant impact on your profit. With Convenience fees, directly pass on credit card fees to your customers.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/03/convenience-fees.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/convenience-fees","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Côme Chevallier","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/5.png","description":"$5e","position":"Director of Financial Services at Upflow","slug":"come"}},"acf":{"seo_title":"Cover Your Costs with Convenience Fees","seo_description":"Credit card fees can have a significant impact on your profit. With Convenience fees, directly pass on credit card fees to your customers. ","body":[{"acf_fc_layout":"paragraph","content":"

Credit card processing fees can typically range from 2.87% to 4.35% on each transaction. Over time those fees can quickly add up and take a chunk out of your profit. That’s especially true if you are a small business.

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we our goal is to help our customers improve their cash collection to maximize their cash flow. That’s why we are committed to providing innovative solutions to help your business succeed.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Offer new payment methods at no extra cost","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We are excited to announce the release of Convenience Fees, a new feature that can take your Accounts Receivable collection to the next level.

\n"},{"acf_fc_layout":"paragraph","content":"

Today, most customers prefer to settle their invoices using a credit card. While this payment method is convenient for customers, the associated credit card fees are usually placed upon the merchant. These fees can sometimes exceed 4% and can be a barrier when you are considering new online payment methods.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/08/payment-methods.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Convenience Fees allow your business to collect the full payment amount owed and pass the payment gateway fee on to your customer. This in the long term can represent huge savings for your business. Not to mention that this is a standard practice in the US.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"How does it work?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Convenience fees are a powerful feature for businesses looking to make payments easier on their customers by offering new and modern payment methods at no extra cost for your company. This feature is now directly embedded into our product, and you can easily toggle this option according to your different payment methods. It’s important to keep in mind that this feature may not be legally suitable for all markets.

\n"},{"acf_fc_layout":"paragraph","content":"

In the app, you will be able to define the fees of the credit card transactions of your Payment Gateway. How will they be calculated? The formula is the following: % component of 1.5 to 3% fixed component from 10cent to 30cent.

\n"},{"acf_fc_layout":"paragraph","content":"

You’ll be able to enable or disable the convenience fees for all Credit Card transaction (it is off by default). When you toggle this setting, you’ll be made aware of the legal implications of this change. When Convenience fees are activated, the final amount is charged on the customer portal when they chooses to pay via Credit card. This fee is also applied automatically when the customer is on Autopay on Credit Card. The customer will then receive a receipt with the total amount of the charge. Upflow will then write back in your accounting software.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/03/how-do-you-want-to-pay.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Give it a try and see how Upflow and Convenience Fees can help your business collect cash faster without paying a higher price!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10633,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"March 23, 2023","publishedAtIso":"2023-03-23T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Custom Fields: A Better Way to Manage Your Customer List","description":"With Custom Fields you can streamline your collection and assignation process by importing your custom information and add additional information to your Upflow platform.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/03/custom-fields-a-better-way-to-manage-your-customer-list.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/custom-fields-a-better-way-to-manage-your-customer-list","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Jean-Malo Le Dreff","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/10.png","description":"

About the Author

\n","position":"Director of Product Management at Upflow","slug":"jean-malo-le-dreff"}},"acf":{"seo_title":"Custom Fields: A Better Way to Manage Your Customer List","seo_description":"With Custom Fields you can streamline your collection and assignation process by importing your custom information and add additional information to your Upflow platform.","body":[{"acf_fc_layout":"paragraph","content":"

At Upflow, our primary objective is to assist our valued customers in improving their cash collection processes and maximizing their cash flow. We are dedicated to providing innovative solutions that empower your business to thrive.

\n"},{"acf_fc_layout":"paragraph","content":"

One crucial aspect of ensuring timely payments is the implementation of highly personalized payment reminder workflows. With the help of custom fields, you can effortlessly streamline your collection and assignment procedures by importing or creating custom fields directly within the Upflow platform.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"How Does It Work?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

The custom fields feature within Upflow empowers you to segment your customer list. This segmentation can be based on various criteria, such as their assigned Account Manager, preferred payment methods, due dates, and more. You have complete freedom to either import existing tags from your source platform or create new ones directly within Upflow.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What Are the Benefits?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Implementing custom fields brings forth numerous benefits that significantly enhance your cash collection process:

\n"},{"acf_fc_layout":"heading","text":"Make information flow","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Custom fields can be imported from your source of truth including your ERP, Billing took or SFDC directly into Upflow so you can replicate your collection process. Keep in mind that if you create new custom fields in Upflow they will not be written back into your source of truth.

\n"},{"acf_fc_layout":"heading","text":"Customer list segmentation and better assignation","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Custom fields enable you to better filter and segment your customer database. By assigning specific custom fields, you can easily categorize customers based on their unique attributes and preferences, allowing for more targeted communication and tailored workflows. With custom fields, assign your customers to specific workflows, account managers, payment methods, etc.

\n"},{"acf_fc_layout":"heading","text":"Personalized Communication","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Custom fields can be used as tags in your email communication automatically adapting your messaging to each of your customers. By tailoring your payment reminders and follow-ups according to specific customer attributes, you can strengthen customer relationships and increase the likelihood of prompt payments.

\n"},{"acf_fc_layout":"heading","text":"Filtering and breaking down by Custom Fields","level":"h3"},{"acf_fc_layout":"paragraph","content":"

With this feature, you can drill down and get more fine-grained analytics from Upflow. Segment your customer list by product or customer size.

\n"},{"acf_fc_layout":"paragraph","content":"

The incorporation of custom fields within Upflow empowers you to optimize your cash collection efforts. By leveraging the flexibility of segmentation and workflow assignment, you can enhance customer communication, personalize your payment reminders, and improve your overall cash flow management.

\n"},{"acf_fc_layout":"paragraph","content":"

For more information on how to set this up on Upflow, follow this guide.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"hubspot_cta","id":"eed4ccd6-5fb9-494d-8bba-c73d99199d77","alt":"Discover"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10637,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"March 23, 2023","publishedAtIso":"2023-03-23T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Alex, CEO, on Life Self Mastery [Podcast]","description":"Listen to our co-founder & CEO, Alex Louisy, discuss how we are building Upflow and helping B2B companies control their destiny.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/03/alex-ceo-on-life-self-mastery-podcast.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/alex-ceo-on-life-self-mastery-podcast","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Aashima Lamba","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/6.png","description":"$5f","position":"Marketing Director at Upflow","slug":"aashima-lamba"}},"acf":{"seo_title":"Alex, CEO, on Life Self Mastery [Podcast]","seo_description":"Listen to our co-founder & CEO, Alex Louisy, discuss how we are building Upflow and helping B2B companies control their destiny.","body":[{"acf_fc_layout":"paragraph","content":"

New Upflow podcast Our co-founder & CEO, Alex Louisy, was Rohit’s guest on the “Life Self Mastery” podcast. Tune in to learn how we’re building Upflow and helping B2B companies control their destiny. This episode offers a comprehensive look into the journey of Upflow, from its inception to its current success, and provides valuable insights for entrepreneurs and business leaders alike.

\n"},{"acf_fc_layout":"paragraph","content":"

Listen to the episode here 🔗

\n"},{"acf_fc_layout":"paragraph","content":"

00:00 — Alex’s background

\n"},{"acf_fc_layout":"paragraph","content":"

04:00 — Y Combinator

\n"},{"acf_fc_layout":"paragraph","content":"

08:15 — Finding a pain point on which to launch a company

\n"},{"acf_fc_layout":"paragraph","content":"

11:40 — Why B2B payments are so outdated

\n"},{"acf_fc_layout":"paragraph","content":"

15:45 — Getting the first customers

\n"},{"acf_fc_layout":"paragraph","content":"

19:00 — Pitfalls to be careful of

\n"},{"acf_fc_layout":"paragraph","content":"

22:00 — Hiring experienced people vs. young hustlers

\n"},{"acf_fc_layout":"paragraph","content":"

24:45 — Advice on hiring

\n"},{"acf_fc_layout":"paragraph","content":"

28:45 — Embedding Values & Operating Principles

\n"},{"acf_fc_layout":"paragraph","content":"

31:30 — When to hire the first Sales leader

\n"},{"acf_fc_layout":"paragraph","content":"

35:10 — Favorite business book

\n"},{"acf_fc_layout":"paragraph","content":"

37:20 — One thing Alex would have done differently

\n"},{"acf_fc_layout":"paragraph","content":"

40:30 — Favorite online tool

\n"},{"acf_fc_layout":"paragraph","content":"

42:20 — How to reach out to Alex

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10615,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"March 14, 2023","publishedAtIso":"2023-03-14T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Alex, CEO, on Speed Change Repeat [Podcast]","description":"Listen to our co-founder & CEO, Alex Louisy, discuss what it’s like to start a company in France, get into YC, and pivot to tackle the US market.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/03/alex-ceo-on-speed-change-repeat-podcast.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/alex-ceo-on-speed-change-repeat-podcast","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Aashima Lamba","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/6.png","description":"$60","position":"Marketing Director at Upflow","slug":"aashima-lamba"}},"acf":{"seo_title":"Alex, CEO, on Speed Change Repeat [Podcast]","seo_description":"Listen to our co-founder & CEO, Alex Louisy, discuss what it's like to start a company in France, get into YC, and pivot to tackle the US market.","body":[{"acf_fc_layout":"paragraph","content":"

New Upflow podcast! Our co-founder & CEO, Alex Louisy, was Jonathan Pfaffenrot’s guest on the “Speed Change Repeat” podcast. Together, they discuss what a second-time founder does differently, what it is to start a company in France, get into YC, and pivot to tackle the US market. They also illustrate Stripe’s concept of macro optimism/micro pessimism and exchange on the actual meaning of VC-Founder partnerships.

\n"},{"acf_fc_layout":"paragraph","content":"

In this episode, Alex shares his journey and insights gained from his entrepreneurial experiences. He delves into the differences between being a first-time founder and a second-time founder, highlighting the lessons learned and strategies refined. Alex also discusses the unique challenges and opportunities of launching a startup in France and the transformative experience of joining Y Combinator. The conversation takes an intriguing turn as they explore how to adapt a product for the US market, providing practical advice for international expansion.

\n"},{"acf_fc_layout":"paragraph","content":"

Furthermore, Alex and Jonathan dive into the concept of macro optimism and micro pessimism, a philosophy popularized by Stripe, explaining how this mindset can help startups navigate uncertainty while maintaining a positive long-term vision. They also discuss the dynamics of VC-Founder partnerships, offering valuable perspectives on how to build strong, mutually beneficial relationships with investors.

\n"},{"acf_fc_layout":"paragraph","content":"

Listen to the episode here

\n"},{"acf_fc_layout":"paragraph","content":"

00:00 — Alex’s background

\n"},{"acf_fc_layout":"paragraph","content":"

03:00 — First-time founders vs. second-time founders

\n"},{"acf_fc_layout":"paragraph","content":"

09:00 — The science of distribution

\n"},{"acf_fc_layout":"paragraph","content":"

18:30 — Macro optimism & micro pessimism

\n"},{"acf_fc_layout":"paragraph","content":"

22:00 — Adapting your product to the US market

\n"},{"acf_fc_layout":"paragraph","content":"

28:30 — Y Combinator

\n"},{"acf_fc_layout":"paragraph","content":"

35:00 — Financial investors vs. operators

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10615,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"March 14, 2023","publishedAtIso":"2023-03-14T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"The 5 Maturity Stages of Cash Collection","description":"Finance leaders, pay attention to these tips and you’ll be well on your way to becoming an industry leader ahead of the curve. Written by Alex Louisy, CEO and co-founder of Upflow, a pioneering cash collection software technology. His visionary advice will help you find success.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/02/maturity-stages-of-cash-collection.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/maturity-stages-of-cash-collection","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alex Louisy","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","description":"$61","position":"Co-founder and CEO of Upflow","slug":"alexandre"}},"acf":{"seo_title":"The 5 Maturity Stages of Cash Collection","seo_description":"Finance leaders, pay attention to these tips and you'll be well on your way to becoming an industry leader ahead of the curve. Written by Alex Louisy, CEO and co-founder of Upflow, a pioneering cash collection software technology. His visionary advice will help you find success.","body":[{"acf_fc_layout":"paragraph","content":"

“You know, the right way to get paid is a good spreadsheet to track overdue invoices, that’s all you need. We don’t need your product, Thank you”. I can still remember the senior CFO of a famous consulting company telling me this, as we were trying to sell Upflow to our first users in 2018. Fast forward, 4 years later, we’ve been working with hundreds of CFOs in the US and EMEA, across multiple industries and business stages. Our cash collection platform is used by hundreds of finance teams globally, and it’s now processing more than $10bn worth of invoices a year. It’s been an interesting journey, and we’ve learned a few things about finance processes along the way.

\n"},{"acf_fc_layout":"paragraph","content":"

What’s fascinating about finance is that there are very few standardized playbooks in comparison to other professions. When you think about sales, marketing, or product, they can all rely on a playbook with best practices to scale. For finance professionals, that’s not yet the case. Communities are not that visible, and it’s hard to find the “standard” process or tool when you do have a question. As a result, the CFO oftentimes finds herself reinventing the wheel, trying to discover what works and doesn’t work, and learning along the way.

\n"},{"acf_fc_layout":"paragraph","content":"

When it comes to Accounts Receivable (or AR) management in B2B, we’ve probably seen it all. From disorganized teams with no process in place to the most sophisticated teams thinking of this as a science. There are several ways to collect cash and get paid as a business. For the CFOs and finance professionals out there looking for help, this article will attempt to give you a playbook for your cash collection. Let’s get into it.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"What is cash collection?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Cash collection refers to the process of collecting payments from your customers. In this article, we will cover the later part of the order-to-cash cycle, after the billing has occurred and up until the payment is recorded in your accounting ledger.

\n"},{"acf_fc_layout":"paragraph","content":"

Don’t get us wrong, billing is not that simple. We’ve seen many companies failing at building their billing “in-house”, and we always urge them to rely on software to do so. Lago is one of them and here is what they have to say about it:

\n"},{"acf_fc_layout":"blockquote","content":"Lago helps B2B companies automate their billing processes, whether their pricing is subscription-based, usage-based, or (most of the time) a hybrid grid with a high number of custom plans and exceptions. Once we've automated billing, our first recommendation is: 'Take care of cash collection, it's not trivial. We've made sure you bill your users the right amount, and in a compliant way, now the hardest is to make sure you collect that cash on time.","name":"Anh Tho Chuong Degroote","title":"cofounder","profil_picture":false,"company_name":"Lago","company_logo":false},{"acf_fc_layout":"paragraph","content":"

Indeed, one can think that once billing is completed, the job is done. Right? But that is not exactly the case, as your customers still have to make the payment – and unfortunately in B2B, it’s not that straightforward. You may offer different payment terms, payment methods, and currencies. Some customers will pay you on time, some will just forget. Some will try to optimize their own cash flows by not paying you at all. Even once you are paid, the cash application process (i.e. linking the payment to the corresponding outstanding invoices) can quickly turn into a nightmare with large transaction volumes The icing on the cake? The process involves customers (a.k.a the King). This means that you need to maintain a good relationship whilst navigating a sensitive topic. If you don’t know what I am talking about, try sending out a reminder to a customer who’s already paid. I bet they won’t be too happy about it.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"A revolution is coming in B2B payments, are you ready or late?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

B2B cash collection hasn’t really changed in the last few decades, despite its revolution in all other payment verticals (retail, consumer, online to name a few). Using a check (yes, a piece of paper) to process a payment, or manually entering payment information on an outdated bank interface is still commonly accepted in 2023. This probably won’t be the case in 2030. Just because, a piece of paper in an envelope with your signature on it can’t be the future of payments. And as our old favorite CFO above, many finance professionals use spreadsheets to cover the lack of tools.

\n"},{"acf_fc_layout":"paragraph","content":"

So, how can you optimize this process to not only streamline cash collection but also be an early adopter of these upcoming changes? You first need to understand the different stages of maturity of this cash collection process and use it as a framework to progress over time in your finance function.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The 5 maturity stages of cash collection","level":"h2"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we’ve developed a framework by identifying the 5 main stages of cash collection maturity. Some may argue that there are more steps or fewer steps and that each of them may be covered in more depth. Don’t get lost in the details, let’s focus on the bigger picture first, and we can cover each of them in more detail later.

\n"},{"acf_fc_layout":"heading","text":"Step 1: Measuring real-time AR data","level":"h3"},{"acf_fc_layout":"paragraph","content":"

You can’t improve what you don’t measure. True! So let’s start here.

\n"},{"acf_fc_layout":"paragraph","content":"

Too often, we meet with finance teams who don’t have access to real-time AR data, i.e. they don’t really know which customer has paid them. It seems quite basic, but there are often delays in recording the payment when done manually, and this information usually stays within the finance team and is not shared with other business stakeholders. Knowing the payment status is basic, and as usual with data, you can track many financial KPIs to go a deeper analysis.

\n"},{"acf_fc_layout":"paragraph","content":"

Keep it simple to get started. We would recommend keeping an eye on these 3 key indicators:

\n"},{"acf_fc_layout":"ordered_list","items":[{"text":"Your aging report. It will quickly give you a sense of the health of your accounts receivable. If it’s skewed towards the right/older buckets, then it’s not a great sign. "},{"text":"Your day sales outstanding (or “DSO”). Compare it to your default payment terms. If it’s 30% higher than your standard payment terms, there is probably an issue with your ability to collect money. "},{"text":"Your billing cohorts and write-off rate. That’s how fast you collect and what’s left unpaid after 6 months. If it’s consistently higher than 2%, then it’s time to revisit your process. "}]},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2022/06/aging-widget.png","caption":""},{"acf_fc_layout":"paragraph","content":"

As your business keeps on growing and you’re sending out more and more invoices to many different customers, you may want to get more sophisticated. You may wish to slice and dice that data: filter it by segment, and business units, using benchmarks. Just remember that doing it rather than getting it perfect is a step in the right direction.

\n"},{"acf_fc_layout":"paragraph","content":"

Whatever you measure, try to get it on time (i.e in real-time, not when your accountant closes the books 6 months later) and share it with the right people (i.e the business team). Your VP of Sales should quickly know they’re selling to bad-paying customers. So should your CEO! We will take a closer look at how you can perform collaborative cash collection with your team in step 2.

\n"},{"acf_fc_layout":"paragraph","content":"

Let’s face it, B2B companies are usually bad at cash collection. What’s worse? They don’t even know that they are! Don’t be that company, get in the know now.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/jason-lemkin-a-famous-saas-investor-commenting-on-startups-finances-7.png","caption":""},{"acf_fc_layout":"paragraph","content":"

Jason Lemkin, a famous SaaS investor commenting on startups’ finances.

\n"},{"acf_fc_layout":"heading","text":"Step 2: Setting up a systematic process with your team and your customers","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Now that you know you have a problem, it’s time to fix it. The good news is that: most customers want to pay you. People are often surprised when we state the obvious, but that’s just the way it is! Otherwise, you wouldn’t have a business. Our benchmarks show that 70% of unpaid invoices are related to technical issues, such as deliverability issues, missing validations, and payment method issues. If you let those issues fall through the cracks, then you’ll end up with late invoices and write-offs which will hurt your business even more, not only through lower cash collection but also involuntary churn, as described by GoCardless. Don’t let this impact your cash flow.

\n"},{"acf_fc_layout":"paragraph","content":"

So your immediate goal is the following: do not let anything fall through the cracks. Be proactive. Make your customer’s life simple. Have payment information readily accessible. Reach out to the right contacts. Make sure your customers have a simple way to communicate their issues with you as soon as possible.

\n"},{"acf_fc_layout":"paragraph","content":"

If you issue a few invoices a month, then a spreadsheet will do. But if you start sending hundreds of invoices per month, you 100% need to set up a systematic approach using a dedicated tool. We call this a workflow. It can be automated for small customers, but you’ll probably need some additional context for larger ones.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s where things can become complicated, as you need to bring in the right people on your side (sales, success) and on the customer side (finance, account manager) with the right commercial context. You will need to cross data from your CRM and your billing tool to achieve this.

\n"},{"acf_fc_layout":"paragraph","content":"

This seems very complex, but if you get this right, you will already be in a good spot on what matters most: making sure bad debt is under control. That’s what matters for your cash in the bank.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/08/Collection-Workflow.png","caption":""},{"acf_fc_layout":"heading","text":"Step 3: Enabling new payment methods","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Ok, if you’re past step 2, you’re already better than 80% of the finance teams we see out there. I mean it.

\n"},{"acf_fc_layout":"paragraph","content":"

But not only do you want to collect all of your cash, but you also want to collect it faster. This is where payment methods come in.

\n"},{"acf_fc_layout":"paragraph","content":"

Keep in mind that payment methods come in 2 large categories:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Push payment methods. You wait for your customer to pay you (check, wire for example)."},{"text":"Pull payment methods or “autopay”. You charge or “pull” money from the customer's bank account. You may even do this the minute the invoice is due. Cha-ching!"}]},{"acf_fc_layout":"paragraph","content":"

Have you ever sent a check to Netflix or Spotify? Nope! In the consumer space, nearly every vendor pulls money from you. All subscription businesses do. And all modern B2B companies should do the same. Now is your turn to shine!

\n"},{"acf_fc_layout":"paragraph","content":"

You may think this is impossible. But if Carta, Salesloft, PayFit, and other great tech companies do it you can do it too! Or at least give it a try. Whatever % of your collection is charged is a little less of a headache, and a little more predictability. Set expectations early with your customers: sit down with your VP of Sales and make sure every contract now involves a default autopay payment method. If you do this upon signing, you’ll get less resistance from customers.

\n"},{"acf_fc_layout":"paragraph","content":"

In general, try to think about your billing process as a checkout and a funnel, i.e. a step-by-step process, in which you are trying to optimize the conversion from the first step to the next, up until your desired objective (here, getting paid). The more “Pay” options you have, the better the conversion rate to timely payment and the better your DSO. If you grow fast, the impact on your working capital requirement can be significant.

\n"},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/08/payment-methods.png","caption":""},{"acf_fc_layout":"blockquote","content":"At PayFit, the Quote to Cash process has always been a major focus, with three key requirements: automation, performance, and customer satisfaction. For a long time, direct debit was our only payment option in EMEA, as it fully met our requirements, while facilitating cash flow predictability and optimizing collection costs. As we moved upmarket, we had to offer other payment methods, but by far our payment mix remained direct debit, which helped us maintain high collection ratios.","name":"Francis Saillard","title":"ex CFO","profil_picture":false,"company_name":"PayFit","company_logo":false},{"acf_fc_layout":"heading","text":"Step 4: Optimizing the payment method mix","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Now that you have several payment methods available, you’ve probably achieved some improvements.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Maybe some customers are happy with money being directly charged to their bank account."},{"text":"Maybe some have agreed to jump into the 21st century and wire you money rather than sending you a check at your outdated office address."},{"text":"Maybe some payments are automatically applied to your open invoices rather than manually, and you’re able to have live AR data with no effort."}]},{"acf_fc_layout":"paragraph","content":"

That’s great news. Looking at the analytics you’ve built in step 1, you now have a good understanding of your payment mix, i.e the split of how you collect your revenues per payment method. Each of them has its own pros and cons. Some are more predictable than others, some are more expensive.

\n"},{"acf_fc_layout":"paragraph","content":"

So you can now try to optimize the payment mix with 2 main goals in mind:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Increasing your cash collection speed, typically by increasing the share of autopay/pull payment methods, to make sure that you’re paid on time."},{"text":"Optimizing the cost of your payment mix, by replacing costly payment methods (for example credit cards on large transactions) with more cost-efficient payment methods such as ACH or SEPA direct debit."}]},{"acf_fc_layout":"image","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2023/02/payment-mix.png","caption":""},{"acf_fc_layout":"paragraph","content":"

You really want to look at both volume (the count of transactions per payment method) and value (the split of your collection value per payment method). That’s because some optimizations are driven by the number of transactions (for example the number of checks you still receive every month) and some by the value of it (for example the % of fees on card transactions).

\n"},{"acf_fc_layout":"paragraph","content":"

Once you have a good understanding of your data and areas of improvement, influencing your payment mix toward favorable payment methods is not an easy task. But you can do this by following these recommendations:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Discuss/set billing and payment options during the sales process: sit down with your VP of Sales and ask her how better payment methods can be added as the default when signing up for your services. If you don’t specify anything, customers will choose. It’s easier to set an ACH debit (or SEPA Direct Debit) upon signing than after the first invoice is due."},{"text":"Embed payment methods in your onboarding process: Make it easier for your customers to sign up for your preferred payment method, which will allow for better control of your cash collection. Customers tend to be more flexible upon onboarding than updating to a new payment method later down the line."},{"text":"Restrict the use of payment methods for specific customers or transactions. For example, offer credit card payment for small one-off amounts, but restrict it for larger amounts to avoid large fees."},{"text":"Give financial incentives to your sales team and your customers to move to other payment methods."},{"text":"Make sure you offer a payment portal with all outstanding invoices and payment methods available."},{"text":"

Use every single communication to your customers (new invoices, overdue notices) as a prompt for setting the payment method you’ve decided to push for.

"}]},{"acf_fc_layout":"blockquote","content":"At Carta, we've always had a holistic approach to our revenue generation engine and cash collection processes, with finance, sales, and customer success working hand-in-hand. This started with us thinking through our customer onboarding workflow, making it a simple and clear process for our customers, while being thoughtful about cash flow optimization. In addition to ACH debit being the default payment method at signup, we have tested new options with the business team (on payment methods, payment terms, etc.) to find ways to further optimize our cash flow.","name":"Charly Kevers","title":"CFO","profil_picture":false,"company_name":"Carta","company_logo":false},{"acf_fc_layout":"heading","text":"Step 5: Financing your accounts receivable","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Once you’ve implemented all of those and you’ve had time to finetune these processes, your cash collection is probably the best in class. You may observe a very low rate of write-offs and a best-in-class DSO, close to what is called the “Best Possible DSO” or BPDSO. Once you’re there, there’s not much more to expect from your customers. It’s very unlikely that they will pay you before the due date of the invoice. Why would they?

\n"},{"acf_fc_layout":"paragraph","content":"

This is where financing comes in. Using a bank or a specialized financial institution, you could finance this last portion of your DSO to get your money now, rather than later. In a nutshell, if your DSO was higher than your BPDSO, you’re now close to it, now you can finance the remaining portion, to collect your outstanding invoice immediately, not when they become due.

\n"},{"acf_fc_layout":"paragraph","content":"

Having accurate and real-time data is key prior to targeting financing.

\n"},{"acf_fc_layout":"blockquote","content":"Since credit is harder to get, cash has become the focus. As a result, cash flow management tools have never been more valuable—specifically, tools that provide insight into cash, such as predictions around who pays on time, how long the average working capital cycle is, when payment typically happens, and the terms around current credit cards or loans. This visibility is currently missing for almost all SMBs","name":"Seema Amble","title":"Partner","profil_picture":false,"company_name":"Andreessen Horowitz","company_logo":false},{"acf_fc_layout":"paragraph","content":"

There are several reasons for financing as a last step, and not as the first one:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Financing can be very expensive, so you want to only use it when needed, not to finance delays you could have fixed in the previous steps."},{"text":"Financing is easier and cheaper when it’s about financing high-quality cash flows. If your write-off rate is high, it means a high probability of default, and that’s exactly what banks don’t like. Fix it first, finance it second."},{"text":"If you finance low-quality cash flows, you will only postpone the issue. If you finance an invoice that is not going to be collected (for whatever reason highlighted above), ultimately you will bear its collection cost, just keep this in mind."}]},{"acf_fc_layout":"blockquote","content":"As a modern lending organism, financing high-quality cash flow is the best scenario for our users and for us. It lowers the credit risk and therefore makes it more cost-effective for our users. When it comes to financing working capital through accounts receivable, if cash collection processes are not efficient, we could end up with bad debt, and the cost of it always goes back, one way or another, on our users. That's why we always encourage finance teams to streamline their entire order-to-cash cycle rather than only one part of it.","name":"Jordane Giuly","title":"Cofounder","profil_picture":false,"company_name":"Defacto","company_logo":false},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"As a finance leader, what actions should you take?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Remember our CFO at the beginning of our story? He’s now retired (and that may be better for their company). I’m sure that by now you understand that spreadsheets can barely help you achieve the most basic tracking of unpaid invoices, but not much in terms of advanced steps.

\n"},{"acf_fc_layout":"paragraph","content":"

By now, you probably have a good understanding of what these stages are and the potential impact on cash collection for your business. But the real question is: where do you stand on a scale from 1 to 5? Again, remember that most companies struggle to get to stage step 2, so don’t feel (too) bad about your relative advancement. Progress matters! Keep in mind that real revenues are the ones you’ve cashed in and should be the main focus for your finance team.

\n"},{"acf_fc_layout":"paragraph","content":"

Once you’ve identified where you are, you can follow the steps above to get to the next level. Just work in small increments to get started. With each step implemented, you will be able to measure the impact, see increased cash flows, and report it internally.

\n"},{"acf_fc_layout":"paragraph","content":"

I’ve given you the 5 steps to unlock your cash collection. The ball is now in your court. Take action and you’ll be well on your way to becoming a finance pioneer well ahead of the curve.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"paragraph","content":"

Written by Alex Louisy, CEO and co-founder of Upflow, a pioneering cash collection technology company.

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10619,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"February 21, 2023","publishedAtIso":"2023-02-21T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Alex, CEO, on Behind Company Lines [Podcast]","description":"Listen to our co-founder & CEO, Alex Louisy discuss entrepreneurship and payments on Julian Torres’s podcast called “Behind Company Lines”.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2022/11/alex-ceo-on-behind-company-lines.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/alex-ceo-on-behind-company-lines","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Aashima Lamba","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/6.png","description":"$62","position":"Marketing Director at Upflow","slug":"aashima-lamba"}},"acf":{"seo_title":"Alex, CEO, on Behind Company Lines [Podcast]","seo_description":"Listen to our co-founder & CEO, Alex Louisy discuss entrepreneurship and payments on Julian Torres's podcast called “Behind Company Lines”.","body":[{"acf_fc_layout":"paragraph","content":"

Our co-founder & CEO, Alex Louisy, was Julian Torres’ guest on “Behind Company Lines” to discuss entrepreneurship and payments. This insightful episode delves into the journey of building Upflow, a platform that revolutionizes the way B2B companies manage their payments and cash collection.

\n"},{"acf_fc_layout":"paragraph","content":"

Listen to the episode here 🔗

\n"},{"acf_fc_layout":"paragraph","content":"

00:00 — Alex’s inspiration and feelings when starting the company: Discover what motivated Alex to start Upflow and the emotions he experienced during the early days of founding the company. He shares his vision and the initial challenges he faced, providing a personal glimpse into the entrepreneurial journey.

\n"},{"acf_fc_layout":"paragraph","content":"

07:20 — Upflow’s customer discovery process: Alex explains how Upflow identified and understood the needs of its customers. This segment highlights the importance of customer feedback in shaping the product and ensuring it meets the market demands.

\n"},{"acf_fc_layout":"paragraph","content":"

12:00 — Common pains B2B companies experience when collecting cash: Learn about the typical issues B2B companies face with cash collection. Alex discusses the inefficiencies and frustrations that many businesses encounter and how Upflow addresses these pain points.

\n"},{"acf_fc_layout":"paragraph","content":"

15:00 — Building a successful and inspired team: Alex shares his strategies for assembling a dedicated and motivated team. He emphasizes the significance of company culture and how it contributes to Upflow’s success.

\n"},{"acf_fc_layout":"paragraph","content":"

20:40 — Traction of the company: Hear about Upflow’s growth and the milestones it has achieved. Alex talks about the key factors that have driven the company’s traction and market acceptance.

\n"},{"acf_fc_layout":"paragraph","content":"

25:30 — Biggest risks and challenges Upflow faces today: Alex outlines the current challenges and risks that Upflow is navigating. This segment provides insight into the dynamic nature of running a fintech startup and the strategies employed to overcome obstacles.

\n"},{"acf_fc_layout":"paragraph","content":"

28:30 — Upflow long-term vision: Gain an understanding of Upflow’s future direction. Alex discusses the company’s goals and the roadmap for achieving long-term success.

\n"},{"acf_fc_layout":"paragraph","content":"

32:20 — Recommending a book: Alex concludes the conversation by recommending a book that has influenced his thinking and approach to business. This recommendation offers listeners a resource for further learning and inspiration.

\n"},{"acf_fc_layout":"paragraph","content":"

This episode of “Behind Company Lines” is packed with valuable insights for entrepreneurs, business leaders, and anyone interested in the fintech industry. Tune in to hear Alex’s story and learn from his experiences in building Upflow into a successful and innovative company.

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10615,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"November 9, 2022","publishedAtIso":"2022-11-09T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Alex, CEO, on Inside a CEO’s Mind [Podcast]","description":"Listen to our co-founder & CEO, Alex Louisy, discuss how we are building Upflow and helping B2B companies control their destiny on the podcast “Inside a CEO’s Mind”.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2022/11/inside-a-ceos-mind.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/inside-a-ceos-mind","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Aashima Lamba","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/6.png","description":"$63","position":"Marketing Director at Upflow","slug":"aashima-lamba"}},"acf":{"seo_title":"Alex, CEO, on Inside a CEO’s Mind [Podcast]","seo_description":"Listen to our co-founder & CEO, Alex Louisy, discuss how we are building Upflow and helping B2B companies control their destiny on the podcast “Inside a CEO’s Mind”.","body":[{"acf_fc_layout":"paragraph","content":"

Our co-founder & CEO, Alex Louisy, was Yacine’s guest on “Inside a CEO’s Mind” to discuss how we are building Upflow and helping B2B companies control their destiny. In this insightful conversation, Alex shares his journey, the challenges faced, and the strategies employed to grow Upflow over the past four years. This episode offers a deep dive into the key figures, customer profiles, and the importance of finding product-market fit. Additionally, Alex talks about his motivations, the importance of a give-back culture, and offers valuable advice for aspiring entrepreneurs.

Listen to the episode here 🔗

\n"},{"acf_fc_layout":"paragraph","content":"

00:00 — Introductory words

\n"},{"acf_fc_layout":"paragraph","content":"

04:00 — Alex’s background

\n"},{"acf_fc_layout":"paragraph","content":"

07:30 — Upflow’s value proposition and vision

\n"},{"acf_fc_layout":"paragraph","content":"

11:00 — Nailing your niche

\n"},{"acf_fc_layout":"paragraph","content":"

15:30 — Growing Upflow for 4 years

\n"},{"acf_fc_layout":"paragraph","content":"

18:00 — Key figures

\n"},{"acf_fc_layout":"paragraph","content":"

24:00 — Customers profile

\n"},{"acf_fc_layout":"paragraph","content":"

28:00 — Product market fit

\n"},{"acf_fc_layout":"paragraph","content":"

35:15 — Alex’s fundamental motivations to start Upflow

\n"},{"acf_fc_layout":"paragraph","content":"

45:00 — People’s journey

\n"},{"acf_fc_layout":"paragraph","content":"

52:00 — Give-back culture

\n"},{"acf_fc_layout":"paragraph","content":"

57:00 — Defining entrepreneurship

\n"},{"acf_fc_layout":"paragraph","content":"

58:30 — Choosing a board member

\n"},{"acf_fc_layout":"paragraph","content":"

1:00:30 — Advice to entrepreneurs getting started

\n"},{"acf_fc_layout":"heading","text":"FAQ","level":"h2"},{"acf_fc_layout":"article_faq","items":[{"question":"What can listeners expect to learn from Alex Louisy’s appearance on “Inside a CEO’s Mind”?","answer":"

In this episode, Alex shares the behind-the-scenes of building Upflow over the past four years—from identifying the right customer niche to achieving product-market fit. He dives into key growth figures, customer insights, and his personal motivations as a founder. Aspiring entrepreneurs will also find actionable advice on building a give-back culture, navigating leadership challenges, and selecting the right board members.

\n"}]}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10615,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"November 2, 2022","publishedAtIso":"2022-11-02T01:00:00Z","modifiedAtIso":"$undefined"},{"title":"Alex, CEO, at CFO Connect 2022 [Replay]","description":"Listen to our co-founder & CEO, Alex Louisy talk about the driving factors shaping compensation today at the CFO Connect Summit 2022.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2022/09/cfo-connect-2022-replay.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/cfo-connect-2022-replay","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Aashima Lamba","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/6.png","description":"$64","position":"Marketing Director at Upflow","slug":"aashima-lamba"}},"acf":{"seo_title":"Alex, CEO, at CFO Connect 2022 [Replay]","seo_description":"Listen to our co-founder & CEO, Alex Louisy talk about the driving factors shaping compensation today at the CFO Connect Summit 2022.","body":[{"acf_fc_layout":"paragraph","content":"

Our co-founder & CEO, Alex Louisy, participated in CFO Connect Summit 2022 and talked about the driving factors shaping compensation today, together with Charly Kevers, Carta’s CFO. This insightful discussion covered various aspects of modern compensation practices and the challenges faced by companies in ensuring fair and competitive pay.

\n"},{"acf_fc_layout":"paragraph","content":"

Watch the replay of the conference here 🔗

\n"},{"acf_fc_layout":"paragraph","content":"

00:00 — Introductions: Alex and Charly introduce themselves and set the stage for an engaging conversation on compensation trends and strategies.

\n"},{"acf_fc_layout":"paragraph","content":"

04:00 — The gender pay gap: A deep dive into the persistent issue of the gender pay gap, exploring its causes, implications, and potential solutions to achieve pay equity.

\n"},{"acf_fc_layout":"paragraph","content":"

15:40 — Compensation differences between countries: An analysis of how compensation varies across different countries, highlighting the factors that contribute to these disparities and how companies can navigate them.

\n"},{"acf_fc_layout":"paragraph","content":"

21:10 — Benchmarks: Discussion on the importance of benchmarking compensation against industry standards and best practices to attract and retain top talent.

\n"},{"acf_fc_layout":"paragraph","content":"

25:45 — Work from anywhere: Examining the impact of remote work on compensation, including how companies are adjusting pay scales and policies to accommodate a distributed workforce.

\n"},{"acf_fc_layout":"paragraph","content":"

34:30 — Building a common culture: Strategies for fostering a unified company culture in a remote or hybrid work environment, ensuring that all employees feel connected and valued.

\n"},{"acf_fc_layout":"paragraph","content":"

40:50 — Equity: Insights into the role of equity in compensation, including stock options and other forms of equity-based rewards, and their importance in employee retention and motivation.

\n"},{"acf_fc_layout":"paragraph","content":"

43:30 — 4-day workweek: Exploring the concept of a 4-day workweek, its potential benefits and challenges, and how it can impact productivity and employee satisfaction.

\n"},{"acf_fc_layout":"paragraph","content":"

This session at CFO Connect Summit 2022 is a must-watch for finance professionals and business leaders looking to stay ahead of the curve in compensation strategies. Don’t miss out on the valuable insights shared by Alex and Charly. Tune in to the replay to learn more!

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10615,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"September 29, 2022","publishedAtIso":"2022-09-29T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"7 questions to ask your future employer before accepting an offer","description":"Accepting a job offer is a very important decision. And yet, the process of coming to this decision is quite short, only meeting with a couple of people in a short time frame. Our CEO and co-founder gives you tips and advice to make the best decision.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2022/08/questions-to-ask-your-future-employer.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/questions-to-ask-your-future-employer","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alex Louisy","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","description":"$65","position":"Co-founder and CEO of Upflow","slug":"alexandre"}},"acf":{"seo_title":"7 questions to ask your future employer before accepting an offer","seo_description":"Accepting a job offer is a crucial and possibly life-changing decision. Our CEO and co-founder advice on how to make the best decision and what questions to ask your employer before accepting.","body":[{"acf_fc_layout":"paragraph","content":"

Accepting a job offer is a very important decision. Whether it’s full remote, on-site, or anywhere in-between, this is where you’ll spend most of your time and energy in the next couple of years. And yet, the process of coming to this decision is quite short, only meeting with a couple of people in a short time frame. How to make the best decision?

\n"},{"acf_fc_layout":"paragraph","content":"

Making the right choice and landing at the right place is unique to everyone. Changing jobs isn’t much about finding a “good” company, but one that is good for you – and vice versa. That’s one of the reasons why we have spent a lot of time clarifying our operating principles at Upflow, as we know it’s not a fit for everyone!

\n"},{"acf_fc_layout":"paragraph","content":"

Beyond operating principles, at Upflow, we highly encourage future team members to “reference check us” as we truly believe hiring is a two-way process and ensuring alignment is key to mutual success. The more you know, the better it is.

\n"},{"acf_fc_layout":"paragraph","content":"

Yet, we are very surprised to see how many candidates would accept an offer to join a company for the next 3 years of their life, without checking who or what this company really is.

\n"},{"acf_fc_layout":"paragraph","content":"

Here are some pieces of advice on how to best inform your decision about your next job.

\n"},{"acf_fc_layout":"paragraph","content":"

Are you ambitious and looking for a challenge? Check out our career page!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"1. Understand and find meaning in the long-term vision","level":"h2"},{"acf_fc_layout":"color_block","content":"

💡 Make sure there is a solid and consistent long-term vision, and that you find it inspiring and meaningful.

\n"},{"acf_fc_layout":"paragraph","content":"

Ask your manager, or a founder, about the vision for the company. Where does she see her company ten years from now?

\n"},{"acf_fc_layout":"paragraph","content":"

Look for a solid answer, consistent across the entire process and different team members.

\n"},{"acf_fc_layout":"paragraph","content":"

Remember, if the founder is not inspiring, you won’t be inspiring — keep it in mind if you decide to join and need to hire a team.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"2. Understand the founders’ motivations","level":"h2"},{"acf_fc_layout":"color_block","content":"

💡 Founders will have a very important impact on your job, even if indirectly. Make sure you understand why they are on that journey.

\n"},{"acf_fc_layout":"paragraph","content":"

Is she a first-time founder? Second-time founder? Dig into their previous life, and motivation to become a founder.

\n"},{"acf_fc_layout":"paragraph","content":"

Why is she doing this? How did it all start? Dig into the path to ideation, and creation.

\n"},{"acf_fc_layout":"paragraph","content":"

What outcome is she expecting from the company? Look for early indicators of success, meaning impact, rather than lagging indicators such as the company valuation or how much they raised.

\n"},{"acf_fc_layout":"paragraph","content":"

Are there multiple founders? If so, try to talk to each of them. Look for alignment and consistency in their narrative.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"3. Understand the company’s product-market-fit dynamics","level":"h2"},{"acf_fc_layout":"color_block","content":"

💡 If it is an early-stage company, you need to get a good understanding of where you are landing in terms of risks.

\n"},{"acf_fc_layout":"paragraph","content":"

What’s the company stage, 0 to 1 or 1 to 10? That is the question. Your day-to-day will be very different. For example, scaling is stronger in phases 1 to 10 than in phases 0 to 1, and that’s a very different job to be in.

\n"},{"acf_fc_layout":"paragraph","content":"

Towards the end of the process, and in early-stage companies only, ask simple questions about the metrics of the company to assess (1) if they are willing to share them, and (2) which metrics matters to them. Clarity is key here. Metrics will depend on the type of business, but watch out for vanity metrics instead of real metrics.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"What’s the north star metric of your company? If it’s not revenues, watch out."},{"text":"What are your revenues?"},{"text":"How many customers/users do you have?"},{"text":"What’s your main distribution channel?"},{"text":"What’s your target price? Is this consistent with their distribution channel? You may refer to this P9 article to identify gaps."},{"text":"What is your objective for the next 12 months?"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"4. Understand the company’s culture, values, operating principles","level":"h2"},{"acf_fc_layout":"color_block","content":"

💡Each company is different, not only in its product or market but also in how people work together. There is not necessarily a right or wrong answer, but you want to make sure this team’s way of working fits you.

\n"},{"acf_fc_layout":"paragraph","content":"

What are the company’s operating principles, and values? Ask for examples of behavior that are fits and misfits. Unclear answers are not a great sign.

\n"},{"acf_fc_layout":"paragraph","content":"

How does the company operate? Understand the rhythmics, and the methodology they use to plan, prioritize, divide and do the work – for instance, the OKR.

\n"},{"acf_fc_layout":"paragraph","content":"

Where does the company operate? Identify all the target locations where the company is active, including details about its physical and virtual offices supporting operations.

\n"},{"acf_fc_layout":"paragraph","content":"

Reach out to people in similar positions at the company who you haven’t met yet, thanks to LinkedIn. Generally be curious about the organization, its structure, and dynamics.

\n"},{"acf_fc_layout":"paragraph","content":"

If you’re unsure, you may talk to people who left the company. They are easy to find on LinkedIn and their feedback will probably be helpful.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"5. Understand the company's financial health","level":"h2"},{"acf_fc_layout":"color_block","content":"

💡The company can look really great, but you are not going far away if you are running out of cash. Make sure they have solid foundations to grow.

\n"},{"acf_fc_layout":"paragraph","content":"

What’s our financial path? Is the company bootstrapped or VC-backed? What does that mean for the company trajectory, and my job?

\n"},{"acf_fc_layout":"paragraph","content":"

If the company raises money from VC to grow, you may ask:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"When was the last raise? Why did they raise?"},{"text":"What’s the company's cash runway? Understand how long they have before running out of cash."},{"text":"What objective are you pursuing to get to the next round? Look for operational and go-to-market signals, not numbers."},{"text":"What if they miss this objective? **Look for an honest answer. Remember that at the seed-stage, there is a 90% chance you are not getting to the next stage. It’s ok to talk about it."}]},{"acf_fc_layout":"paragraph","content":"

If the company is bootstrapped, you may ask:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"How does hiring look like? Understand if funding will be a constraint for hiring a team in the future. Make sure you are fine with the answer."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"6. Understand investors’ or external stakeholders’ perspectives (if you can)","level":"h2"},{"acf_fc_layout":"color_block","content":"

💡For senior roles, you may be able to talk to the board or some investors. It is a great way to get external, yet honest feedback on the company’s health, team, management, and trajectory.

\n"},{"acf_fc_layout":"paragraph","content":"

If you get a chance to talk to investors, be smart about the questions you are asking and be prepared, their voices will probably weigh in a lot in the final decision.

\n"},{"acf_fc_layout":"paragraph","content":"

Here are some questions you may ask:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Why did you invest in this company?"},{"text":"What do you like the most about the founder(s)? How often do you interact with them? Do they come to you for help or advice?"},{"text":"What would be the biggest challenge for the company in the next years to come?"},{"text":"How would my role make a difference in the company’s trajectory?"},{"text":"How do you see the next round of funding dynamics?"}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"7. Understand your offer","level":"h2"},{"acf_fc_layout":"color_block","content":"

💡 It may seem like the most obvious, but you don’t want to discuss this last minute.

\n"},{"acf_fc_layout":"paragraph","content":"

Your offer will include four main components: title, cash, benefits, and hopefully, equity. Each of them needs to be carefully assessed.

\n"},{"acf_fc_layout":"heading","text":"Title","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Ask for the career path you may benefit from. Great companies will usually have a very standardized leveling (eg. L1, L2, L3, L12, or Manager, Director, VP, C-), and they would know what to expect from each level.

\n"},{"acf_fc_layout":"paragraph","content":"

Ask what is expected from your level and the next. Beware of companies giving fluffy titles, or very senior titles, too early. It could be a blocking point later as it makes future hiring more complex.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Cash","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Your compensation will be a fixed salary, plus a potential variable. If there is one, ask how the KPIs are expected to be set, and how often.

\n"},{"acf_fc_layout":"paragraph","content":"

Ask if the variable will be guaranteed for the first few months to ensure you land correctly, or if there will be a “ramp” — which is standard for sales roles.)

\n"},{"acf_fc_layout":"paragraph","content":"

If the company does not use a formula “yet” because they are too early-stage, ask about the variable philosophy. Is “normal” expected to get you to 100% of your variable, or is this a stretch goal? Is your variable compensation capped or uncapped? This can have a significant impact.

\n"},{"acf_fc_layout":"paragraph","content":"

Ask about the foreseen compensation evolution. Ask if the company has salary grids tied to career paths. Great companies usually have a clear and transparent path of evolution.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Benefits","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Don’t be too picky about this part, but don’t wait for the last moment to enquire about those. Health, retirement benefits, meal allowance, travel allowance, home stations or an employee rewards program are often under-estimated perks but can make a significant difference on your final “net in the pocket”. Your personal status here can have a huge impact (full remote, family, children…)

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Equity","level":"h3"},{"acf_fc_layout":"paragraph","content":"

This one is often misunderstood. Ask if you will get equity. Maybe yes, maybe no. Whether your package includes equity or not, it’s usually a good sign when new joiners ask for equity, as it shows long-term interest and commitment to the company.

\n"},{"acf_fc_layout":"paragraph","content":"

After series B, it is quite common to stop granting equity to every new team member. Whether you have some equity or not, ask about the general guidelines. Founders unwilling to share any equity with anyone is generally not a great sign.

\n"},{"acf_fc_layout":"paragraph","content":"

Don’t let the recruiter fool you with vague formulas such as “$X worth of equity, detailed to be provided later” or even worth “You will get Y units of stock option”. The recruiter must give you clarity on:

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"The timing of the grant, meaning when you will be granted your stock options. Ask about the vesting schedule, ask if and how long the cliff is."},{"text":"Which instrument you are granted (ISO, NSO, BSPCE, RSU)"},{"text":"The company: make sure the stock options are on shares of the parent company, where investors also invest, not in a subsidiary."},{"text":"The strike price, meaning how much you will pay to exercise the stock option"},{"text":"The underlying value, meaning the underlying value of shares or the current fair market value (FMV) of shares you will get. That is the estimated current value of the share you could buy. Hopefully, this number will go up as the company grows but remember that it may also go down, especially after a bubble / high valuation cycle as we have seen over 2021/22. If the FMV goes below the strike price, your options are worth nothing. Be particularly careful with companies who raised significant amounts early on: this usually means high valuations and, therefore, a high strike price."}]},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Key Takeaways","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We encourage you to ensure all those questions are answered before accepting a job offer — at Upflow, or anywhere else! Sometimes, you will not have 100% clarity on everything, and that’s fine. Simply make sure you are not missing a key item.

\n"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we not only encourage future team members to ask those questions but try to provide answers to those questions proactively. We also work hard to provide great answers to those so that the best people want to join us in our journey! We are not perfect, but we always go by our operating principle: we invest in communication, with transparency and honesty. That’s it!

At Upflow, Louis built the company’s operating system from the ground up, creating the structures and rhythms that keep teams aligned and decisions moving as the business scales.

\n","position":"Director of Operations at Upflow","slug":"$undefined"}},"acf":{"seo_title":"How to land a job at Upflow?","seo_description":"Are you ambitious and looking for a challenge? You might be in the right spot at Upflow. Antoine, our HR director, gives you the steps and tricks to land the first interview.","body":[{"acf_fc_layout":"heading","text":"Why do tech companies hire?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

Tech companies don’t scale teams just because it’s cool. It’s costly and highly time-consuming. Tech companies — alike any business — hire because they need to. Period. Behind each job “offer” there is a longing “demand” to fill a burning need. For example, a company like Upflow may need extra talent to foster its growth in the US or develop new key features that will unlock a submarket.

\n"},{"acf_fc_layout":"paragraph","content":"

On the other side of the aisle, candidates are just as self-centered. You wouldn’t start searching for a job just to “offer” some kind of premium access to your skillset. You would do so primarily for your own personal interest (higher wage, better work-life balance, etc.). And that’s fine. Everyone’s looking after their best interest!

\n"},{"acf_fc_layout":"paragraph","content":"

Now that is said, let me walk you backstage. Understanding what’s going on there is key to increasing the impact of your application.

\n"},{"acf_fc_layout":"paragraph","content":"

Thinking about applying? Check out our career page!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Hiring: behind the scenes","level":"h2"},{"acf_fc_layout":"paragraph","content":"

So let me present to you who’s involved in hiring and explain what they do.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"The hiring manager","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Managers hire because they need to get a job done. Sounds simple, right? It isn’t. You’ll rarely see a job description clearly state: “We need an extra account executive to close more qualified leads.” Yet, that’s what being an AE at a SaaS company is all about: closing business that’ll stay around for a while. (Remember, we sell subscriptions!)

\n"},{"acf_fc_layout":"paragraph","content":"

Instead, you’ll often have lengthy job descriptions listing tons of requirements. Don’t let those wear you out. Chances are that the manager hiring for this AE position needs you to close that extra business so they could hit their quota. (This may sound simple but it isn’t far from the truth — if not close.)

\n"},{"acf_fc_layout":"heading","text":"The recruiter","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Recruiters help managers hire. As recruiters, our job is to match our company’s needs with yours so we can all walk on this two-way street for months, years, or a lifetime. Whether we work at a startup or agency, recruiters manage multiple positions and process hundreds of applications per week. We know as candidates you can have the impression you’re only one fish in a pond of a million. Let us tell you a secret: standing out isn’t so hard, and we’ll let you in on our in-house tips!

\n"},{"acf_fc_layout":"heading","text":"How are applications handled?","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Applications are mostly manually handled. It is time-consuming. But we do so to ensure treatment quality.

\n"},{"acf_fc_layout":"paragraph","content":"

Now that you know what’s happening behind the scenes, let me tell you a few tips on how to increase your chances to progress to the next level. And how to stand out of the crowd.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"How to stand out?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

“All my applications have been rejected. I can’t stand out.”

\n"},{"acf_fc_layout":"paragraph","content":"

Standing out is not easy. But it’s surely not as hard as you may think it is. Here are good tips. We’ll cover resumes, applications, and cover letters.

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Resumes","level":"h3"},{"acf_fc_layout":"paragraph","content":"

There are tons to say on resumes. And I don’t want to flood you with good tips you’ll never remember or need days to dig into. So here are three very simple rules that should get your curriculum higher on the pile.

\n"},{"acf_fc_layout":"heading","text":"Make your resume explicit for the role you’re applying for","level":"h4"},{"acf_fc_layout":"paragraph","content":"

Recruiters don’t have much time. You can be looking for a new job but have a couple of role options in mind. Just draft as many resumes as there are options you’d like to explore! (No one will know, but you. Except if you plan on applying to multiple roles within the same company — which I do not recommend. It sends contradictory messages to this same recruiter who doesn’t have time.) Highlight the skills and experience relevant to each scenario. Let me give you a personal example. As a graduate, I was a teaching assistant in political philosophy. Though I still highly value this experience, I would never highlight it on my talent acquisition manager resume. But I would should I want to give executives talent acquisition training at Stanford. See?

\n"},{"acf_fc_layout":"paragraph","content":"

Making your resume explicit doesn’t mean drafting a 5-page CV. We would actually appreciate the opposite.

\n"},{"acf_fc_layout":"heading","text":"Less is more: tease us!","level":"h4"},{"acf_fc_layout":"paragraph","content":"

The name says it all. It’s an executive summary, not verbatim. Your resume should be designed as the back cover of that exciting story you’ll tell during the interview. As stated above, we recruiters handle hundreds of candidate resume submissions every day. We can’t spend minutes — if not more — trying to figure out “why we need to meet you”. If your resume isn’t explicit enough, chances are that we’ll pass. It’s time for you to switch from being over-the-top descriptive to smartly narrative. Not too much, but enough. We love one-pagers!

\n"},{"acf_fc_layout":"paragraph","content":"

A simple method will help generate high output from low input: MARAS. It stands for “Mission”, “Actions”, “Results”, and “Acquired Skills”. Let me give you an example. (Winegrowers is fictional. I don’t know what your actual job looks like day-to-day.)

\n"},{"acf_fc_layout":"table_block","paste_table":"","caption":"","is_first_column_header":false,"header_cells":[{"content":"Mission","align":"left","colspan":"1"},{"content":"Winegrower at \"The Red Nose\"","align":"left","colspan":"1"}],"rows":[{"cells":[{"content":"Actions","align":"left","colspan":"1"},{"content":"Plant: Replanted half of the vineyard following a fire. Harvest: Harvested the entire vineyard alone using machinery. Contract management: Renegotiated the grapes distribution contract.","align":"left","colspan":"1"}]},{"cells":[{"content":"Results","align":"left","colspan":"1"},{"content":"+130% production; +270% margin","align":"left","colspan":"1"}]},{"cells":[{"content":"Acquired Skills","align":"left","colspan":"1"},{"content":"Negotiation skills","align":"left","colspan":"1"}]}],"style":false},{"acf_fc_layout":"paragraph","content":"

Less is more, you see? What is more comfortable reading: a book with pages packed with tiny characters, no spaces — no air, at all — or one that breathes? You prefer the latter. So do we!

\n"},{"acf_fc_layout":"paragraph","content":"

Having a short, impactful resume is great. But having one with perfect grammar and design is much better. Your resume should reflect your craft. Additionally, you might want to add a link or QR code to your portfolio or personal website.

\n"},{"acf_fc_layout":"heading","text":"We want craft, not draft","level":"h4"},{"acf_fc_layout":"paragraph","content":"

As previously mentioned, recruiters handle dozens of resumes every day. Some are clear, sharp, and well designed, if not elegant. But most are terrible.

\n"},{"acf_fc_layout":"paragraph","content":"

First, please, check your grammar. All jobs in the tertiary section require you to communicate (to people or machines, mostly). Any sign of communication skills weakness (e.g. you make countless grammar mistakes) will likely be interpreted as a general weakness from a recruiter’s standpoint. Software engineers, this applies to you as well.

\n"},{"acf_fc_layout":"paragraph","content":"

I remember this conversation with the COO and co-founder of a healthcare startup.

\n"},{"acf_fc_layout":"color_block","content":"

Me: “So how do you know if a Java software engineer will be a good fit for your company, or not?”
\nCOO: “I just look at their resume.”
\nMe: “What do you look at? Academic background? Previous companies?”
\nCOO: “I want to know if they can write stuff that is self-explanatory. And that there are no grammar mistakes.”
\nMe: “Why precisely?”
\nCOO: “On being self-explanatory, they will leave the company someday. We need their code to outlast them. On grammar, it is just to see how much effort they put into their work. Their CV is the most important piece of work in this seductive phase of landing a new job. If they are careless about it, I have no reason to believe they will put more care into their work.”

\n"},{"acf_fc_layout":"paragraph","content":"

When we had this conversation, there were not even 20 software engineers working at the company. This startup has since become a unicorn.

\n"},{"acf_fc_layout":"paragraph","content":"

Second, likewise, pay attention to details. After having taken care of your grammar, check for visual coherence. Having very little time, recruiters flash-read resumes. You may think that paragraph misalignment, font inconsistency, or color mismatching are details. They are not. When you can only spend instants on a CV, those “details” become hurdles. This mix of Comic Sans MS and Times New Roman painted in rose and red burns the eye. Don’t do it.

\n"},{"acf_fc_layout":"paragraph","content":"

Your resume is now state-of-the-art. Time to send your application in!

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Applications & Cover letters","level":"h3"},{"acf_fc_layout":"paragraph","content":"

Humans don’t fit into boxes. You might feel like your experience or skills may be a bit under set expectations. Don’t worry! Just send us your application anyway and explain why this opportunity makes sense. Cover letters are great for that.

\n"},{"acf_fc_layout":"paragraph","content":"

My number one tip on cover letters is simple: do them well or just don’t. It is probably worst to send some kind of spam than nothing. Here are examples of bad cover letters:

\n"},{"acf_fc_layout":"color_block","content":"

“The random one: “Madam/Sir, I saw your job posting online. Your company looks cool. I have experience in web development. I’m the best candidate for this role. Call me.” (This one is made up.)

The aggressive one: “I am currently contracting for another company and they have verbally expressed the intent to convert to FTE asap. I want to work at a start-up though because I want the chance to get filthy rich via IPO and stocks. If you like my honesty, email me and I can send an ugly resume.” (This one is real.)”

\n"},{"acf_fc_layout":"paragraph","content":"

These kinds of cover letters are terrible. How would you react if you received one like this? You probably wouldn’t care much. So do we. Here is a much better one.

\n"},{"acf_fc_layout":"color_block","content":"

“The honest one: “Nice to meet you, Louis. I heard Alex on The Podcast Show. What you guys have achieved in four years with Upflow is remarkable! I know you only hire mid and senior software engineers. I may only have one year of experience, but I have been writing TypeScript code on React and Node for three years. I would very much appreciate it if I could have at least a 20-minute conversation with you. Here’s my number: 01.02.03.04.05”

\n"},{"acf_fc_layout":"paragraph","content":"

Of course, as a recruiter, I would take that call with this candidate. They were polite and explained why they would be a good fit.

\n"},{"acf_fc_layout":"paragraph","content":"

Now that have those good tips in hand, when should we speak?

\n"},{"acf_fc_layout":"space_block"},{"acf_fc_layout":"heading","text":"Time to put those tips into practice: we’re hiring!","level":"h2"},{"acf_fc_layout":"paragraph","content":"

You learned how to take your resume to the next level and write an impactful cover letter. These tips should make you stand out from the crowd and get that first call with a recruiter. You’re closer than 95% of applicants to land a job at Upflow. So come on, and join the fun. Check out upflow.io/careers to see where your next gig is. The Talent Team looks forward to meeting with you.

\n"}],"primary_category":{"term_id":383,"name":"Inside Upflow","slug":"inside-upflow","term_group":0,"term_taxonomy_id":106,"taxonomy":"category","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":0,"count":28,"filter":"raw"},"related_author_id":10645,"right_sidebar_call_to_action_id":"","right_sidebar_call_to_action_alt":"","date_modified":"29/07/2026","og_image":false,"og_title":"","og_description":"","canonical_mode":"auto","x_default_mode":"auto","noindex":false,"nofollow":false,"_taxonomies":{"category":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":"Want to learn more about how we work as a team? Check out our articles written by team members about their daily jobs and discover tips and tricks to apply at Upflow.","parent":null}],"translation_priority":[{"id":11,"name":"Optional","slug":"optional","description":"","parent":null}]}},"publishedAt":"August 29, 2022","publishedAtIso":"2022-08-29T02:00:00Z","modifiedAtIso":"$undefined"},{"title":"Upflow Raises $15m – Join Our Mission to Revolutionize B2B Payments","description":"We raised a $15m Series A to revolutionize how B2B companies get paid.","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2021/06/upflow-raises-15-million.png","imageAlt":"","fields":{"link":"/blog/inside-upflow/upflow-raises-15-million","_taxonomies":{"article_type":[{"id":383,"name":"Inside Upflow","slug":"inside-upflow","description":""}]},"author":{"name":"Alex Louisy","image":"https://cms.upflow.dev.3codes.io/wp-content/uploads/2026/07/7.png","description":"$66","position":"Co-founder and CEO of Upflow","slug":"alexandre"}},"acf":{"seo_title":"Upflow Raises $15m - Join Our Mission to Revolutionize B2B Payments","seo_description":"We raised a $15m Series A, moving us one step closer to revolutionizing how companies get paid. Here’s how we’re growing with this new round.","body":[{"acf_fc_layout":"paragraph","content":"

Today is a day of celebration for the team here at Upflow, and we’re happy to share it with our users, customers, and partners. Three years after getting started, we’re pleased to share that we’ve closed a $15 million Series A funding round to advance our mission to revolutionize how B2B businesses get paid.

\n"},{"acf_fc_layout":"paragraph","content":"

We started with a simple idea addressing an obvious problem: B2B businesses still struggle to get paid in 2021. And since we were founded three years ago, Upflow has helped hundreds of B2B companies improve their cash flow with our best-in-class software. But with this round, we’re eager to take Upflow to the next level.

\n"},{"acf_fc_layout":"paragraph","content":"

Following YCombinator’s investment in 2020, this funding round brings on new investors from 9yards Capital alongside experienced operators such as Maximilian Tayenthal of N26; Pierre-Dimitri Gore-Coty of Uber, and Raffael Johnen of auxmoney. We’re also welcoming Andrew Nutter (former co-CEO of Westwing) to our board. We’re in good company to move to the next stage of our journey.

\n"},{"acf_fc_layout":"heading","text":"Getting paid for B2B businesses, is this 2021 or 1981?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We started Upflow with a simple idea. If companies have so many difficulties getting paid, let’s fix it first before providing any additional services such as insurance or financing. With my co-founder Barnaby, we’ve always been very aligned on our product and user-centric approach: the process is broken, let’s optimize it with the best software possible.

\n"},{"acf_fc_layout":"paragraph","content":"

That’s how we built what Upflow has become today: a best-in-class software solution allowing business teams to understand their finances, track unpaid invoices collaboratively and provide a better experience to their customers. With hundreds of companies now using our technology every day and experiencing drastic improvements in their cash collection processes, we know that we can help them make a significant difference.

\n"},{"acf_fc_layout":"paragraph","content":"

I’ll always remember talking to Emmaline, Head of Operations at Veraset. She described how her team has managed to reduce overdue payments by 50% in the midst of the Covid crisis with Upflow. Many users have reported similar results.

\n"},{"acf_fc_layout":"paragraph","content":"

But this is not enough.

\n"},{"acf_fc_layout":"paragraph","content":"

If we take a step back to examine the state of payments worldwide, every single payment space has been revolutionized in the last decade. Retail with Square, consumer with Venmo, online with Stripe, etc. The B2B space is a notable exception.

\n"},{"acf_fc_layout":"paragraph","content":"

Nothing has changed in the B2B space for the past few decades. At Upflow, we’re shocked to see how unnoticed this goes. It’s 2021, and companies still put a piece of paper in an envelope and then in the mailbox to pay a vendor (yes, it’s called a “check”). While these businesses are “modern” enough to get rid of checks, instead, they send unstructured documents (pdf) called “invoices” to their customers every single month. The customer’s finance team then needs to enter the information manually in their system and process the payment via ACH or wire transfer, often, again manually.

\n"},{"acf_fc_layout":"paragraph","content":"

Seriously, how can businesses possibly be paid on time with this system?

\n"},{"acf_fc_layout":"paragraph","content":"

Although we can try to optimize the process with software, we see it differently. The process needs to change. Ten years from now, B2B payments will have been revolutionized. With or without us. At Upflow, we want to foster and accelerate this change.

\n"},{"acf_fc_layout":"heading","text":"Our mission, revolutionizing how B2B businesses get paid.","level":"h2"},{"acf_fc_layout":"paragraph","content":"

It’s not that bad. Things are moving fast in the industry.

\n"},{"acf_fc_layout":"bullet_list","items":[{"text":"Businesses are now equipped with the right financial OS to run their activities, whether it be software from key industry players such as Quickbooks, Xero, NetSuite or new entrants such as Pennylane in Europe. Ecosystems are opening up to provide businesses with the best services, interconnected."},{"text":"Payment platforms are enabling a simpler way to move money from one account to another. The last decade saw the emergence of companies like Stripe and GoCardless, which made it 10x easier to move money in comparison with legacy bank systems. And now, open banking regulations are further accelerating the change, with strong tech players such as Plaid, enabling it."},{"text":"Financial services are becoming more and more accessible, with the emergence of players such as Hokodo and Fundbox."}]},{"acf_fc_layout":"paragraph","content":"

But we believe that one piece is still missing. The layer connecting all of them. That’s what we’re building at Upflow.

\n"},{"acf_fc_layout":"paragraph","content":"

We’re building the modern hub to get paid, manage communication, payments, and finances in one place. We have an ambitious roadmap to make sure that our users can access the best service possible when they need it, without the headache of worrying about integrations. It’s complex, but we know that’s the only way to change a world riddled with friction and inefficiencies.

\n"},{"acf_fc_layout":"heading","text":"How will we use the new round of funding?","level":"h2"},{"acf_fc_layout":"paragraph","content":"

At Upflow, we’ve always seen fundraising as a means, not an end. We were breaking-even before raising additional capital and decided to do so because we know it will be well deployed: we need the best team to build and distribute a revolutionary product.

\n"},{"acf_fc_layout":"paragraph","content":"

We are a product-led organization, and as YC puts it, “Growth is the result of a great product, not a precursor”. As such, we will continue to invest heavily in product development to further integrate communications, payments, and financial services. The product team will continue to ship new features at high cadence. On the business side, we will strengthen our US presence with a new office in New York. All in all, we’ll triple the size of our team in the next 12 months — adding new team members across all functions in Europe and the United States as a fully distributed team. Check our career page if you’d like to join our team.

\n"},{"acf_fc_layout":"heading","text":"Join us on our mission","level":"h2"},{"acf_fc_layout":"paragraph","content":"

We’re taking on a huge, but greatly beneficial challenge for the economy. B2B businesses drive a massive $120 trillion in global revenue annually and the industry will be revolutionized in the next couple of years, but no one has even scratched the surface of it yet.

\n"},{"acf_fc_layout":"paragraph","content":"

As a user, a partner, or a new team member, please drop us a line if you’re interested in taking part in our journey! Thanks for your support so far, we’re thrilled to have the opportunity to work hard to solve great challenges.

\n"},{"acf_fc_layout":"paragraph","content":"

Barnaby and Alex, cofounders at Upflow.