Topic: How to Ascend to the C-Suite in a Global Corporation and Pivot to Taking a Startup to NASDAQ
Event: Global CXO Accelerator Summit 2025
Host: Mudit Saxena
Guest: Kalyani Tandon, Former CAO – Intapp & Sun Microsystems | Global Finance Leader | Silicon Valley Executive
Mudit Saxena
We’ve heard of CFOs in India, but what is a CAO (Chief Accounting Officer)?
Kalyani Tandon
A CAO — Chief Accounting Officer — is a relatively recent evolution in finance leadership. Traditionally, CFOs handled everything: investor relations, budgeting, financial planning, compliance, and accounting. But as businesses grew more complex and regulations tightened, the CFO role became too broad for one person.
This is especially true as CFOs increasingly came from investment banking or legal backgrounds — not accounting. So, the CAO role emerged, particularly in larger corporations, to manage technical accounting, financial reporting, compliance, and internal controls. At Sun Microsystems and Intapp, I oversaw SEC filings, M&A due diligence, integration, and internal compliance — all critical to accurate and transparent reporting.
Mudit Saxena
You studied Geography at King’s College in London and then pivoted to Finance. Tell us more.
Kalyani Tandon
At 18, I didn’t have a clear career path. I chose Geography because I enjoyed it in school. But after graduating, I faced the “What now?” moment. Teaching didn’t appeal to me, so I explored my options. Fortunately, in the UK, even if you have a non-finance degree, you can still train to become a Chartered Accountant or Lawyer. I chose accounting and trained with a firm, working while preparing for exams. That rigorous experience laid the foundation for the rest of my career.
Mudit Saxena
Tell us about the major career pivots that shaped your journey.
Kalyani Tandon
There were three major pivots:
- UK to the US – While progressing toward partnership at KPMG in London, I felt limited by the old boys’ network. A rotational assignment in the US opened new doors. The American business culture was more meritocratic and inclusive, especially for a woman of color.
- Consulting to Industry – I left KPMG after qualifying as a CPA in the US. I joined Sun Microsystems, hired by Robin Denholm (now Chair of Tesla). My technical skills and proactive mindset helped me quickly rise through the ranks.
- Corporate to Startup – After Oracle acquired Sun, I pivoted to startups in Silicon Valley. I joined later-stage startups that needed someone to build infrastructure and take them to IPO or acquisition. At Intapp, I helped the company go public.
Mudit Saxena
Sun Microsystems was a giant. Startups are chaotic. What were the cultural differences and leadership shifts you experienced?
Kalyani Tandon
Large companies like Sun are highly matrixed, with clear roles and resources. You manage, influence, and oversee. Startups, on the other hand, are lean and fast. At Intapp, I had to build the finance function from scratch, close books faster, and create reporting systems. I was back to doing Excel spreadsheets and PowerPoint presentations myself.
Leadership in both contexts requires integrity, trust, and vision. But in startups, you also need agility, hands-on execution, and the willingness to learn across functions — even HR or legal. The scale may differ, but the leadership fundamentals remain the same.
Mudit Saxena
What’s your advice to mid-career professionals choosing between a big company and a startup?
Kalyani Tandon
Know yourself. Be clear about what excites you and what you value in work. Startups can be rewarding — financially and personally — but they’re also uncertain and demanding. I recommend gaining experience in a structured environment first. Understand what “good” looks like before bringing that knowledge into a startup. You’ll be able to build more effectively with that foundation.
Mudit Saxena
You took Intapp to IPO — that’s rare. How did you prepare the company for public markets?
Kalyani Tandon
Intapp was a mature startup — bootstrapped for years before taking external funding. To go public, we had to build infrastructure: sales forecasting, expense tracking, financial reporting, compliance, and investor readiness. Public companies live and die by quarterly results. We trained the sales team to forecast accurately and aligned every function to support that predictability. We also had to attract the right investors and hire experienced leaders who understood the rigor of public company life.
Mudit Saxena
In India, many professionals are tempted by startup roles. What should they know before jumping in?
Kalyani Tandon
Be aware that it’s not for the faint-hearted. Startups need grit, adaptability, and a bias for action. You’ll wear many hats and often work beyond your formal training. But the right kind of startup at the right stage can benefit from your expertise — especially if you’ve seen how structured organizations function. Bring that clarity, build what’s essential, and avoid overcomplicating things.
Audience Q&A Highlights
Q: Should I specialise or be a generalist, especially in a startup?
A: Build depth in one area. It gives you credibility. But be ready to flex when needed, especially in early-stage startups.
Q: How do you balance expertise with change management in mid-sized companies?
A: Understand the maturity of the organization. Don’t replicate large company structures. Tailor your approach. Simplify and implement only what’s needed at that stage.
Q: As a finance professional, how do I stay relevant across functions?
A: Start by deeply understanding the business drivers. Ask the right questions. Build relationships. Use your audit mindset to see the big picture and identify what matters.
- Integrity and trust transcend organization size.
- Leadership is about building people, not just managing processes.
- Startups need structure — bring it in stages, not all at once.
- Know your value, and be willing to take calculated risks.
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