The morning after Airbase’s sale closed, Aneal Vallurupalli woke up to a very different org chart. Before the deal, roughly a third to almost half of the company reported to him, including onboarding, professional services, account management, customer success, and financial services revenue, he tells us. The day after, those teams rolled into the acquirer and “I have my EA reporting to me. And that was it,” he tells us. It left him thinking, “wait a minute… I’m not making any decisions anymore,” he tells us.That jolt became a pivot point. Rather than chase another title, he went looking for roles where finance could architect the whole engine—customer journey included. It’s the same instinct that once led him to peel back Airbase’s retention problem: starting with GRR by segment, then listening to Gong calls and mapping every step from contract signature to renewal, he tells us. Retention, he concluded, is almost never a single-issue story.Today, four weeks into his CFO role at Drata, it already feels like “the third quarter operating” there, he tells us. He talks about “ruthless prioritization” as a muscle first trained in high-level tennis and investment banking, where time, not money, was the real constraint.Now he wants finance to be the company’s best “so what” team—not just reporting variances, but offering an informed view on what to do next. Even with AI, he is wary of “tool proliferation” and scattered agents, arguing that every business must choose deliberately what sits centrally on its data and what remains at the edge.

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1146: Building a Finance Org That Thinks Before It Counts | Aneal Vallurupalli, CFO, Drata

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