Laurent Charpentier had a problem that many CEOs would envy. That meant his company, Yooz, was winning. The company's accounts payable automation product has been well-received by thousands of customers. The team had talent. But when he took on the global CEO role in early 2022, the data told a different story for North America. Growth was stagnant and the people writing the checks, the CFO, were not there.
Over the years, Yooz has earned a solid reputation for doing the simple job of automating invoice processing faster and more accurately, giving it an edge among AP managers on three continents. “This wasn't a marketing, timing or pricing model issue, Charpentier explained in an interview.” chief executive. “It was about ROI and relevance. When you realize your message isn't resonating with the people who control the budget, the next best step is a shift in strategy.”
In subsequent conversations, he doesn't pretend the shift was smooth. He reflects on the moment he knew change was non-negotiable, what challenges arose during the pivot, and what metrics now determine whether a risky bet on lean financial operations was worth it.
What specific data points or market signals have you noticed that positioning Yooz purely as AP automation is limiting its growth potential in North America?
Looking at the numbers for North America tells a very clear story. AP manager-level involvement was strong, but I also found opportunities to speak directly to the decision-makers, the CFOs. We decided to pivot to a more holistic and strategic approach, focusing on a number of areas where our products can have an impact rather than specific operational tasks.
At the same time, we were operating in a large greenfield where companies were still dragging paper around offices, exposing themselves to fraud, and dealing with inefficiencies on a daily basis. The demand was there, but we needed to elevate our story from a departmental tool to a strategic imperative.
Can you tell me the exact moment you decided you needed to pivot? What was the catalyst?
In discussions with our customer base, it became clear that CFOs' concerns go far beyond invoice processing. They focused on managing cash, preventing fraud, and protecting margins. It wasn't about tweaking our go-to-market strategy or refining our product demo. That meant our core message needed to better align with the CFO's priorities. That's when I realized that pivoting wasn't an option, it was a necessity.
How did you distinguish between temporary market challenges and the need for fundamental strategic changes?
Temporary problems occur in one place. For example, your competitors may be outperforming you or your campaigns may be missing the mark. What we saw was different. The CFO was enthusiastic about our AP automation proposal, but not with the urgency we had hoped. This wasn't about marketing, timing, or pricing models. It was about ROI and relevance. And if you find that your message isn't resonating with the people in charge of your budget, the next best step is to change your strategy.
Describe the process of developing a lean financial operations framework.
We started by listening to the CFO's opinion. We uncovered what their real problems were. The same themes continued to surface: waste, fraud, and lack of cash visibility. That's why we built a lean financial operation. This framework does not abandon AP automation; it enhances it. While AP remains an important element, it is now embedded within a framework that is important not only to finance teams but also to CFOs.
One of the challenges was underestimating efforts to migrate messaging. What exactly was the problem and what did you learn?
One mistake is believing that a new website or sales material will flip the switch. Sales teams may emphasize features by default because they know that. Marketing is safe so you can lean towards product-centric campaigns. It's easy to underestimate how much cultural retraining this will require. What we learned is that changing the slides doesn't change the message. You can change things by changing your habits and completely resetting how you measure success.
How did you maintain team morale and confidence during the uncertainty of a major strategic shift?
We were transparent about the reality of the challenge. This change will not happen overnight and there may be operational challenges along the way. Nevertheless, the team was genuinely enthusiastic about the change. A brand refresh and strategic shift brought new energy and alignment across the organization. The modernized identity and message resonated strongly, making it easier for everyone to participate. The conversation changed when data from North America made it clear that maintaining the status quo would only lead to more of the same outcomes. Leaders across the organization recognized the opportunities presented by adopting lean financial operations.
How have you retrained or recalibrated your sales and marketing teams?
We worked with sales to refine our messaging and drive outcomes for CFOs rather than product specifications. The marketing department reoriented the campaign toward CFO-level thought leadership rather than feature-focused content. We also built new case studies centered around fraud prevention and cash visibility. The goal wasn't just to give teams tools, but to change the way conversations start.
How has this pivot created new value or opportunities for existing customers, and how are you helping them benefit from these changes?
Our pivot created new value for existing customers by increasing the impact of our operations without disrupting daily operations. The platform experience remained seamless, but aside from design updates, we also helped our customers see how their contributions tied into their broader financial strategy. For AP managers, this meant understanding that a focus on efficiency remains essential, but now plays a critical role in driving bigger outcomes, such as preventing fraud and optimizing funds. By elevating their role in this big picture, we not only strengthened their confidence, but also helped them see how their efforts directly contributed to strategic, CFO-level goals.
How specifically has AI impacted product development? Can you provide a specific example?
AI has enabled us to move from automating processes to limiting risk and guiding strategy, and expanding our services. Our model does more than just route invoices. In addition to the ability to predict cash flow, it learns from hundreds of millions of documents to spot anomalies and duplicate invoices. By continuously learning, our models significantly reduce errors and fraud. For example, in the construction industry, AI can highlight abnormal spikes in spending from subcontractors and provide an early warning system for CFOs. It's not just efficiency, it's foresight. And that’s only possible when AI is at the forefront of product development.
What metrics are you using to measure the success of this pivot so far?
We measure at three levels. First, customer outcomes: Are we seeing hard numbers like 90%+ error reduction, faster billing cycles, and improved fraud detection? Second, pipeline engagement: Are CFOs engaging with us and participating in meetings they weren't previously in? And third, voice sharing. Are we participating in the conversation at the CFO level?Combining these metrics provides a balanced view of both perception and performance.
Was there anything you wish you had done differently in managing this transformation?
Timing is always a challenge. But I'm proud that we embraced the transition to lean financial operations early on and were given the time to educate our team behind the scenes. Still, a pivot of this scale isn't just for marketing and messaging. It's about culture. And meaningful culture change takes time, training, and consistent reinforcement.
What is the most important advice you would give to other CEOs considering a similar pivot?
Constantly listen to your customers, especially those who aren't buying. Because a customer's silence speaks volumes. Involve your team in the listening process early on so they understand the “why” before telling them the “what.” And above all, recognize your role as CEO. You must become the primary storyteller who permeates your organization's story until it becomes a natural part of your organization and the marketplace.
How is your competitive set different now compared to your previous competitive set?
The conversation has shifted from tactical to strategic, which has changed who you play against and how you win. No more wasting energy fighting feature wars with AP vendors. Instead, we compete for the CFO's attention. It's a bigger stage. We're not just saying, “We'll process your invoices faster,” we're showing CFOs how lean financial operations can help reduce waste, stop fraud, and manage cash with confidence.
What’s your elevator pitch for lean financial operations that you couldn’t deliver as an AP automation company?
Previously, you could say, “Accelerate AP.” Now we can say, “We will help you manage your finances in a different way than before.'' Lean Financial Operations is a CFO-driven model that reduces waste, prevents fraud, and provides real-time visibility into cash flow. This transforms finance from a back-office bottleneck to a growth engine. This is a proposition that captures the attention of CFOs, and one that was not possible until we evolved.
