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Dun & Bradstreet releases its 'India's Top 500 Companies 2021’ list

<p><a href="https://www.businessinsider.com/category/dell-broadreach"></a></p><div type="image" title="Bryan Hipsher Headshot" height="1424" width="2400" msid="83749331" hostid="261"></div><ul class="summary-list"><li>Bryan Hipsher of <keyword id="58803" type="COMPANY" weightage="60" keywordseo="Dun-Bradstreet">Dun &amp; Bradstreet</keyword> shared how <keyword id="711525" type="PERSON" weightage="60" keywordseo="CFOs">CFOs</keyword> can drive tech innovation at finance organizations.</li><li>Hipsher told Insider that prioritizing modern data, analytics <keyword id="6355118" type="UNKNOWN" weightage="100" keywordseo="technology">technology</keyword>, and automation is vital.</li><li>Hipsher also noted the importance of creating valuable partnerships with the rest of the <keyword id="3630817" type="PERSON" weightage="60" keywordseo="C-suite">C-suite</keyword>. </li></ul><p>According to Bryan Hipsher, <keyword id="53346" type="POSITION" weightage="60" keywordseo="CFO">CFO</keyword> at commercial data, analytics, and insights leader Dun &amp; Bradstreet, the finance organization isn't just about putting numbers to paper. </p><p>"I've always driven my team to be part of the business," he told Insider. "You can take one of two approaches in finance: You can be the weatherperson reporting on how things go, or you can be a partner helping to drive the outcome." </p><p>In 2020, Hipsher and his team helped pull off <a href="https://www.businessinsider.com/dun-and-bradstreet-chief-financial-officer-discusses-technology-innovation-2021-6">one of the pandemic's biggest tech IPOs</a>, while also replacing its legacy core infrastructure with a modern cloud ERP - all while working together in a remote, virtual environment. Fostering a culture of technology innovation, he emphasizes, has been at the heart of his efforts to make sure the finance function creates value as a strategic partner to the entire C-suite. </p><p>"If you're not partnering with the CEO, but the CIO and other business leaders, then you're taking a very old-school approach to the CFO role," he said. </p><p>Hipsher outlined three important ways CFOs can ensure the finance organization is a force that drives technology innovation and business growth: </p><h2><strong>1. Understand data and analytics technologies should be a priority. </strong></h2><p>A modern finance organization needs to make data and analytics a priority within the function, he explained, which requires a base understanding of all things tech. </p><p>"I'm always just on the edge of being scared when it comes to knowledge of infrastructure and development and the software development life cycle (SDLC)," he said. "But if you don't have that basic ability, it's challenging to operate in this modern environment." </p><p>That plays into hiring the right financial talent, with the ability to mine data, understand trends, and use technology platforms to do higher-level analysis and analytics. "The talent coming forward continues to evolve to where we have folks that are more and more comfortable from a systems perspective," he said. </p><h2><strong>2. The heavy lift away from legacy technology is well worth it. </strong></h2><p>When Dun &amp; Bradstreet decided to transition from its "ancient" ERP system to a modern SaaS cloud platform, it was a heavy lift that was worth the effort in to move resources toward more valuable and strategic priorities, said Hipsher. </p><p>"The less transactional work you have to do, the more automation you create, the more efficient workflows and better decisioning, the more value you can create for the organization," he explained. "Even though it's hard work to shift away from legacy investments, it's so worth it when you come out the other side." </p><p>Dun &amp; Bradstreet's new ERP system took nine months to implement, he pointed out, but it was clear to employees that the payoff would be big. "Our team had to be on board if they were going to put the effort and commitment into this transition," he said. "But they understood the benefits of upgrading our financial systems and were really asking for it." </p><h2><strong>3. Finance can be the thread that connects technology and product and sales. </strong></h2><p>Finance has the unique opportunity to see the entire organization across the board, said Hipsher, which can help the CFO drive outcomes beyond the finance function.</p><p>"Many of the other departments only see what's going on in their own function, but because the ultimate outcome for all is the scoreboard and the production of financial results, it is our responsibility to see the entire field," he explained. "We can be that connecting thread that provides visibility to technology and product and sales." </p><p>For example, Hipsher said he is interested in how the company's data and analytics products are used by customers on a daily basis. "Some would say that's a product thing, but at the same time it potentially creates a new expense for me if usage runs up," he explained. "So I want to know how we're tracking and that's where it's important to make sure back-office platforms are thought through because it impacts what we're doing from a financial perspective." </p><p>Ultimately, the CFO needs to work to position finance to constantly add value to the larger organization, said Hipsher. That requires moving away from spending 100% of time and resources on transactional work toward automating low-level tasks. </p><p>"Dun &amp; Bradstreet's business is about providing mission-critical data and analytics, as a core strategic asset with a great brand and history," he said. Thanks to the support of modern finance technology platforms, "there was a real opportunity for me to come into this role before the IPO to transform and ultimately help drive outcomes as the CFO." </p>

Dun & Bradstreet's CFO shares how finance can drive technology innovation and business growth as a strategic partner in the C-suite

<div type="image" title="Bryan Hipsher Headshot" height="1424" width="2400" msid="83607446" hostid="261"></div><ul class="summary-list"><li>Bryan Hipsher, the chief <strong>financial officer</strong> of <keyword id="58803" type="COMPANY" weightage="60" keywordseo="Dun-Bradstreet">Dun &amp; Bradstreet</keyword>, joined the company in February 2019.</li><li>In 2020, the company pulled off a remarkable tech <keyword id="6354763" type="UNKNOWN" weightage="60" keywordseo="ipo">IPO</keyword> while implementing a new cloud <keyword id="162218" type="ORGANIZATION" weightage="60" keywordseo="ERP">ERP</keyword>.</li><li>Hipsher said it's critical for the modern <keyword id="53346" type="POSITION" weightage="60" keywordseo="CFO">CFO</keyword> to be a strategic partner in <keyword id="6355118" type="UNKNOWN" weightage="100" keywordseo="technology">technology</keyword> innovation.</li></ul><p>Bryan Hipsher, the CFO at the commercial data, analytics, and insights company Dun &amp; Bradstreet, joined the company in February 2019 - shortly after an investor consortium took the company private after five decades on the New York Stock Exchange, with plans to transform and reemerge with an IPO in 2020.</p><p>A year later, of course, came the COVID-19 pandemic.</p><p>The IPO process quickly went virtual. Surprisingly, it turned out to be efficient even while teams worked remotely, said Hipsher.</p><p>"We didn't have to spend time doing a traditional roadshow in multiple cities. We could have back-to-back video meetings, " he said. "The ability to adapt and leverage technology was incredible, and both sides embraced using a virtual platform."</p><p>The result, in July 2020, was one of the year's biggest technology IPOs: Dun &amp; Bradstreet raised $1.7 billion, 31% more than anticipated.</p><p>"We knew we had a core, mission-critical asset with a great brand and history," Hipsher said. "It was a great experience for me, as the CFO, to help drive the outcome of the success of the business."</p><p>The CFO as a driving force is equally as important for technology innovation as it is for shepherding the company through an IPO process, Hipsher said. It's critical for the CFO to serve as a strategic partner within the organization, rather than as someone "who simply stands up and reads off results in an earnings call."</p><p>That became crystal clear in 2020, when Hipsher realized that Dun &amp; Bradstreet needed to transition from its "ancient" enterprise-resource-planning system to a modern software-as-a-service cloud platform.</p><p>"An IPO wasn't enough for us last year," Hipsher said. "So we spent nine months going through this fundamental technology transformation - soup to nuts."</p><p>While the transformation was a heavy lift for multiple teams, Hipsher considered it essential to bring foundational ERP and billing systems up to date to optimize the company's efforts.</p><p>"If you can measure it, you can improve it, so we needed the ability to shine a light on the organization's performance through measuring financial outcomes," he said. "I can't ask my team to be a modern finance organization without modern tools."</p><h2>Fostering a collaborative dynamic with technology partners</h2><p>Hipsher had experienced a similar technology implementation during his previous role as the senior vice president of finance at fintech Black Knight.</p><p>"That helped me understand how to work with my team to make them understand the benefits of a new ERP," he said. "That is, how much more efficient it would be, with less time spent on rote manual processes and more focus on higher-end tasks."</p><p>As the CFO, having a base understanding of technology infrastructure and development is essential to operate in a modern environment. "Just like finance is ubiquitous across all organizations, so is technology and so is data and analytics," Hipsher said. "You need to have a disciplined project plan, the right cadence, and testing."</p><p>Hipsher was able to work closely with Dun &amp; Bradstreet's systems and technology teams, keenly aware that he was ultimately accountable for the outcome of the new cloud ERP implementation, which included less customization than the old systems and more out-of-the-box features and functionality.</p><p>"If the technology side fails, I can't say it's the CTO's fault," he said. "So you have to have that working relationship with your technology partners to make sure you're all rowing in the same direction."</p><p>But technology is not a panacea or cure-all for any part of the company, including the finance organization. "We have to have the proper processes and procedures, and use technology to make it repeatable, consistent, and more efficient," he said. "So we did a lot of work in the first year to revamp, which was a big transition for a tenured team and organization."</p><p>Now that Dun &amp; Bradstreet has been a publicly traded company again for over a year, Hipsher said he is excited that the transition to the new cloud ERP is complete.</p><p>"From the CFO perspective, one of the biggest changes since the IPO is the focus on investor interaction and quarterly earnings, so I'm excited to be at the stage of helping accelerate the new assets and data sets we are bringing to market for our clients," Hipsher said. "That's what really drives growth in an organization."</p>

The CFO of Dun & Bradstreet explains how the company transitioned its core systems to the cloud and pulled off one of the pandemic's biggest tech IPOs

<br /> <keyword id="465710" type="ORGANIZATION" weightage="20" keywordseo="Cognizant-Technology-Solutions-Corporation">Cognizant Technology Solutions Corporation</keyword> (CTS) has recently announced an internal investigation under the <a href="http://www.businessinsider.in/searchresult.cms?query=bribe&amp;sortorder=score">US Foreign Corrupt Practices Act</a> into certain payments made to facilities in India.<br />
<br />
The probe led the company to appoint its IT Services Chief Executive <a href="http://www.businessinsider.in/searchresult.cms?query=bribe&amp;sortorder=score">Rajeev Mehta</a> on September 28 as its President, a day after incumbent <keyword id="333490" type="PERSON" weightage="20" keywordseo="Gordon-Coburn">Gordon Coburn</keyword> resigned on September 27.<br />
<br /> "The investigation is being conducted under the oversight of the audit committee and is focused on a small number of company-owned facilities," <keyword id="28721" type="CITY" weightage="100" keywordseo="Cognizant">Cognizant</keyword> said in a regulatory filing with the <a href="http://www.businessinsider.in/searchresult.cms?query=bribe&amp;sortorder=score">US Securities and Exchange Commission </a>(<keyword id="6362470" type="ORGANIZATION" weightage="20" keywordseo="SEC">SEC</keyword>).<br />
<br /> The company has notified the <keyword id="99225" type="ORGANIZATION" weightage="20" keywordseo="Justice-Department">Justice Department</keyword> and the SEC and is cooperating with both agencies.<br />
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"The internal investigation is in its early stages, and the company is not able to predict what, if any, action may be taken by the Justice Department, SEC or any governmental authority in connection with the investigation or the effect of the matter on the company's results, cash flows or financial position," it said in the filing.<br />
<br /> <keyword id="6371425" type="PERSON" weightage="20" keywordseo="Mehta">Mehta</keyword>, 49, who has been with the company since 1997, was Chief Executive of its IT Services since December 2013.<br />
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"For the past decade, Mehta has been responsible for leading our market-facing teams in delivering industry-leading growth. He has a deep understanding of new technologies and new delivery models and their potential to transform businesses," said Cognizant Chief Executive Officer Francisco D'Souza in a statement.<br />
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As Chief Executive of IT Services, Mehta was responsible for market-facing activities across the company. His prior roles include Group Chief Executive, Industries &amp; Markets, where he led its industry vertical and geographic market operations on a global basis.<br />
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"I am honoured to assume this new role at an exciting time in Cognizant's history. Over the past year, we have designed and introduced a new operating model to support our strategic vision and growth," said Mehta in the statement.<br />
<br /> Co-founded by Indian-origin Kumar <keyword id="83718" type="COMPANY" weightage="20" keywordseo="Mahadeva">Mahadeva</keyword> and D'Souza two decades ago, the Nasdaq listed $12.4-billion IT major has its largest software development centres in Chennai, <keyword id="6354321" type="CITY" weightage="20" keywordseo="Bengaluru">Bengaluru</keyword> and Hyderabad.<br />
<br /> In its previous avatar, the company was an IT arm of <keyword id="3707146" type="COMPANY" weightage="20" keywordseo="dun-bradstreet-satyam-software">Dun &amp; Bradstreet Satyam Software</keyword> in <a href="http://www.businessinsider.in/searchresult.cms?query=bribe&amp;sortorder=score">Chennai </a>and was spun off as <keyword id="3707150" type="ORGANIZATION" weightage="20" keywordseo="cognizant-corporation">Cognizant Corporation</keyword> in 1996 after it bought 24 per cent equity stake of <keyword id="10958" type="CITY" weightage="20" keywordseo="Satyam">Satyam</keyword> for $3.4 million. Its headquarters was shifted to the US in 1997.<br />
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With about 100 development and delivery centres worldwide and 244,300 employees, Cognizant is ranked among the top performing and fastest growing firms globally.

Cognizant is probing unlawful payments in its India operation

<p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Dun &amp; Bradstreet</span></p><p class="caption">Dun &amp; Bradstreet president Stephen C. Daffron.</p></div><p></p></div></div></p><ul class="summary-list"><li><strong>Data firm Dun &amp; Bradstreet agreed to acquire Lattice Engines, a consumer data platform that specializes in helping business-to-business marketers organize data.</strong></li><li><strong>Dun &amp; Bradstreet president Stephen C. Daffron said the planned acquisition addresses marketers' growing need to analyze reams of data in real-time.</strong></li><li><strong>Other tech firms like Salesforce, Adobe, and startups are also rolling out new consumer data tools to cater to marketers.</strong></li><li><strong><a href="https://www.businessinsider.com/prime?module=article&amp;area=summary">Click here for more BI Prime stories</a>.</strong></li></ul><p>Business-to-business programmatic <keyword id="35666" type="COMPANY" weightage="100" keywordseo="advertising">advertising</keyword> firm Dun &amp; Bradstreet is building deeper data expertise.</p><p>As marketers look to better target ads using data, the company said it entered a definitive agreement to acquire Lattice Engines, an analytics company that provides marketers with software that organizes and manages data. Dun &amp; Bradstreet runs a database that tracks stats like credit history and helps business-to-business marketers target and acquire customers. It competes against firms like Experian and Equifax.</p><p>Dun &amp; Bradstreet president Stephen C. Daffron said the firm is investing in tools that help marketers manage their data in one place. Lattice Engines has a consumer data platform that generates insights for marketers from first-party and third-party data - like predicting which channels are best for conversions and retaining customers.</p><p>Dun &amp; Bradstreet said marketers will be able to tweak messages and creative on the fly with Lattice Engine's technology. For example, email campaigns can include similar messaging to a previous ad campaign that someone clicked on.</p><p>"Business-to-business buyers used to get lots of calls from salespeople; there's a big transition going on where buyers tend to now go through 60 to 80% of the buying cycle before they even talk to a salesperson," said Shashi Upadhyay, CEO of Lattice Engines. "That generates a massive amount of data and insight into what that customer is likely to do next."</p><p>Dun &amp; Bradstreet and Lattice Engines also said that they share the same customers. In North America, Dun &amp; Bradstreet has 10,000 sales and marketing clients including <a href="https://www.bmc.com/">BMC</a> and TIBCO.</p><p>The deal, whose terms were not disclosed, is expected to close in 30 days, after which Lattice Engine's 138 employees will join Dun &amp; Bradstreet.</p><h2>Tech firms are hungry for data platforms</h2><p>Talks between the two companies started before Dun &amp; Bradstreet was taken <a href="https://www.cnbc.com/2018/08/09/dun--bradstreet-to-go-private-for-5point38-billion.html">private by a group of investors in February,</a> said Dun &amp; Bradstreet's Daffron. Dun &amp; Bradstreet had already acquired 11 B2B tech firms at that point, including NetProspex for $125 million in 2015. Daffron said there are no plans for other acquisitions in the near future.</p><p><em><strong>Read more:</strong> <a href="https://www.businessinsider.com/mparticle-wants-to-take-on-salesforce-and-adobe-in-marketing-tech-2019-4">MParticle is rolling out an API to fend off Salesforce and Adobe in the war over marketing tech</a></em></p><p>Lattice Engines is one of a handful of mar-tech companies that sells data-organizing software. Startups like Segment and mParticle also provide consumer data platforms for marketers, and marketing clouds including Salesforce and Adobe are rolling out similar tools. According to the Consumer Data Platform Institute, the number of vendors hawking CDPs <a href="https://www.cdpinstitute.org/Press-Release-January-2019-Industry-Update">increased by 60%</a> in 2018 and is expected to become a billion-dollar business this year. Daffron said business-to-business marketing requires more work than consumer-facing marketing, though.</p><p>"We have 300 million-plus private companies - the size, shape and complexity of the database would only be useful if you had this higher level of analytic capabilities," he said. "This is a breakthrough in the big-data space."</p>    <div class="margin-top">        <h3>NOW WATCH: <a href="https://www.businessinsider.com/mount-everest-death-zone-first-hand-account-2017-9">The world's tallest mountains like Mount Everest and K2 have a 'death zone' - here's a first-hand account of what it's like</a></h3>        <div>                    </div>    </div>

Dun & Bradstreet agreed to acquire a data platform to get a bigger piece of marketing budgets and keep ahead of startups and marketing clouds

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span>Microsoft</span></p><p class="caption">Microsoft Corporate VP of Azure Julia White</p></div><p></p></div></div>In the cloud service market, Microsoft finds itself <a href="http://www.businessinsider.com/why-amazon-is-so-hard-to-topple-in-the-cloud-and-where-everybody-else-falls-2017-7">firmly in second place</a>. </p><p>But in trying to catch up with market leader Amazon, the tech giant argues it has a distinct advantage - its long history in the business software game and its long-established relationships with companies of all sizes. Microsoft knows how to meet companies' needs, it argues.</p><p>That's not just an idle boast, if my conversations with Geico and Dun &amp; Bradstreet are any indication. Both companies recently turned to Microsoft's Azure cloud service. And in both cases, the companies saw distinct benefits to using Azure over rival services. </p><p>"You can tell Microsoft is hungry," said Pat McDevitt, the chief technology officer of Dun &amp; Bradstreet, which recently started experimenting with Azure. "They are doing exactly what they need to do."</p><p>Azure is in the spotlight this week thanks to Ignite, Microsoft's annual developer conference. The company typically uses Ignite to promote its massive cloud computing platform. At this year's event, <a href="http://www.businessinsider.com/microsoft-releases-sql-server-2017-azure-stack-oracle-database-migration-tool-2017-9">Microsoft announced several tools to make it easier for large companies in particular to use Azure</a>. </p><h2>'Essentially evacuating the data center'</h2><p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span>Geico</span></p><p class="caption">Geico Director of IT Fikri Larguet</p></div><p></p></div></div>One big company that's already embraced Azure is Geico. The insurance giant began shifting over to Microsoft's cloud service about three years ago, said Fikri Larguet, the company's director of information technology. Geico's rationale: Owning and operating data centers and servers is both expensive and outside its core area of expertise.</p><p>The company, which has more than 38,000 employees, is "essentially evacuating the data center," Larguet said. Geico, a wholly-owned subsidiary of Berkshire Hathaway, has been moving a little bit at a time. But over 50% of the company's core business services are already in the cloud and its goal is to be "full cloud" by 2020, he said.</p><p>Larguet said his team has a mandate to "get out of the data center business as quickly as possible." </p><p>Geico bet on Azure because Microsoft had already built into its cloud service the ability to interact with lots of different applications. That made it a smooth process for Geico to bring over its existing software, Larguet said. Similar support for newer tools and technologies also made it easier for Geico to add on things like software containers, a trendy new Silicon Valley technology for building large-scale apps. </p><p> The biggest challenge Geico's faced hasn't been technical, Larguet said. As the team tries to adjust to a post-data center era, Larguet is trying to teach the team to "fail fast" and be unafraid of trying new things. For him, this is a chance for a fresh start in the software organization. </p><p>"We don't want to carry over our bad habits," he said.</p><h2>'We don't need to be bleeding edge'</h2><p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span>Dun &amp; Bradstreet</span></p><p class="caption">Dun &amp; Bradstreet CTO Pat McDevitt</p></div><p></p></div></div>Dun &amp; Bradstreet, a firm that's provided data and analytics to businesses since 1841, is taking its cloud migration a little more slowly. </p><p>The firm "doesn't need to be a pioneer, doesn't need to be bleeding edge," McDevitt, its CTO, said. Dun &amp; Bradstreet has been around the better part of two centuries; it can afford to experiment with the cloud rather than rushing to push everything over to it right away. And the firm has been experimenting; it moved over some key applications to Amazon Web Services a few years ago.</p><p>About three months ago, though, the firm started experimenting with Azure. What appealed to Dun &amp; Bradstreet were Microsoft's tools for managing data. Those tools make it easy for companies to build cloud-based applications that read and write from their existing databases. With them, the firm could more quickly build mobile apps and other new-wave tools.</p><p>McDevitt asked one of the firm's development teams in Austin to test Azure by using it to build a new mobile app for Dun &amp; Bradstreet's clients. Although these developers' past experience was primarily with Amazon's cloud service, they found it so easy to work with Azure that they finished ahead of schedule. </p><p>And Azure offered the firm an another benefit. Because Microsoft has embraced technology like Docker software containers and the Linux operating system, Azure integrated better with Dun &amp; Bradstreet's existing systems than McDevitt had first thought. Originally, the firm was going to use Azure just for new apps. Now the firm is considering using it for older apps also, he said. </p><p>Microsoft worked really hard to win his business, McDevitt said. </p><p class="tagline">Get the latest Microsoft stock price<a href="http://markets.businessinsider.com/stock/MSFT-Quote"> here.</a></p>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/6-things-bill-gates-accurately-predicted-back-in-1999-microsoft-tech-book-business-speed-thought-2017-7">6 things in tech today that Bill Gates accurately predicted back in 1999</a></h3>        <div>                    </div>    </div>

A pair of big companies explain why they jumped on board the Microsoft cloud

<p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Amperity</span></p><p class="caption">Amperity cofounders Kabir Shahani and Derek Slager.</p></div><p></p></div></div></p><ul class="summary-list"><li>Amperity has raised $50 million in Series C funding, bringing the 2-year-old company's total funding to $87 million.</li><li>The firm is one of a handful of marketing tech startups that provides software to help marketers manage customer data. The startups are trying to fend off marketing clouds like Adobe and Salesforce that are rolling out similar technology for marketers.</li><li>Amperity CEO Kabir Shahani said that competition from marketing clouds actually helps startups by helping grow their awareness.</li><li><a href="https://www.businessinsider.com/prime"><span>Click here for more BI Prime stories.</span></a></li></ul><p>The competition between startups and marketing clouds that help marketers corral their customer data is heating up.</p><p>Seattle-based Amperity has raised $50 million in Series C funding to grow its staff and products that help marketers group email, web, e-commerce and loyalty program data. The company uses machine learning to help brands with things like sending loyalty program members special emails or creating lookalike models for targeting ads. Amperity's clients include Starbucks, Gap Inc. and Planet Fitness.</p><p><em><strong>Read more:</strong> <a href="https://www.businessinsider.com/dun-and-bradstreet-agreed-to-acquire-data-platform-lattice-engines-2019-6">Dun &amp; Bradstreet agreed to acquire a data platform to get a bigger piece of marketing budgets and keep ahead of startups and marketing clouds</a></em></p><p>Tiger Global Management, Goldman Sachs, Declaration Partners, Madera Technology Partners, Madrona Venture Group, and Lee Fixel participated in the funding round.</p><p>Amperity is one a handful of so-called customer data platforms that help marketers wrangle their data. It competes against startups like mParticle and Segment as well as marketing clouds including Adobe and Salesforce.</p><h2>Startups want to take on marketing clouds</h2><p>Similar to how agency holding companies pitch marketers on their ability to handle all of their <keyword id="35666" type="COMPANY" weightage="100" keywordseo="advertising">advertising</keyword>, marketing clouds are increasingly doing the same. Some brands and startups have pushed back, <a href="https://www.businessinsider.com/advertisers-are-wary-of-adobe-and-salesforces-big-ambitions-2018-10">some of them arguing</a> that it's better for marketers to put together their own tech stacks.</p><p>Amperity CEO Kabir Shahani said the market was growing because it's based on a Software as a Service (SaaS) model. And as more brands take their marketing in-house, they increasingly need to take responsibility for their analytics and data science.</p><p>"Everyone's trying to get into this space because it's a massive problem for the customer," Shahani said. "We think there is tens of billions of dollars in recurring revenue that can be created by solving this problem - it has absolutely become a very highly coveted space."</p><p>Shahani said that the company will use the funds to hire more employees, build new products, and move into the financial services, automotive and healthcare verticals. Amperity has 120 employees and plans to grow to 175 people by the end of the year.</p><p>One of the advantages of marketing clouds rolling out CDPs is that they support their products with large marketing budgets that make clients aware of the technology, Shahani said.</p><p>"We think that's a massive tailwind for us because we have such a huge head start, similar to what AWS [Amazon Web Services] has done in cloud infrastructure," he said.</p>    <div class="margin-top">        <h3>NOW WATCH: <a href="https://www.businessinsider.com/burger-king-cmo-fernando-machado-shares-his-secrets-to-success-2019-7">Burger King's CMO explains why the biggest risk in marketing is not taking one</a></h3>        <div>                    </div>    </div>

A startup that helps big brands like Starbucks in-house their data has raised $50 million to take on Salesforce and Adobe

<p class="source"><span>Kirkland &amp; Ellis; Simpson Thacher; Latham &amp; Watkins; Ruobing Su/Business Insider</span></p><ul class="summary-list"><li>Private equity firms will likely need massive amounts of legal firepower to help bring their deals to fruition in 2020. </li><li>As PE firms look to spend billions in unused investor dollars, they have had to get creative in how to spend it, sometimes settling for minority stakes and other times targeting smaller companies.</li><li>Business Insider identified eight lawyers who are among those private equity firms will likely turn to as they look to put all that money to work. </li><li>They run the gamut, from a lawyer who just made partner and is off to a hot start, to partners who sit in firm leadership.</li><li><a href="https://www.businessinsider.com/prime">Click here for more BI Prime stories</a>. </li></ul><p>Private equity firms will likely need massive amounts of legal firepower to bring their deals to fruition in 2020.</p><p>Business Insider decided to take a look at some of the lawyers advising PE firms who insiders consider the future of this clubby corner of the profession.</p><p>More money has been flowing into the private markets in search of yield, thanks to historically low interest rates, and PE firms are looking to spend billions in unused investor dollars. PE execs have had to get creative in how to spend it - particularly as competition drives asset prices higher - sometimes <a href="https://www.businessinsider.com/private-equity-giant-carlyles-approach-to-music-deals-2019-7">settling for minority stakes</a> and other times going down-market, <a href="https://www.businessinsider.com/goldman-sachs-has-finalized-its-middle-market-private-equity-team-2019-11">targeting smaller companies</a>. </p><p>At the center of it all are teams of legal advisors to help wade through the complexities, from negotiating terms to drafting lengthy documentation to memorialize them. </p><p>Feedback from recruiters, lawyers, and PE executives, as well as a review of recent deal announcements to see who was particularly active, led us to eight lawyers to watch in 2020 and beyond. </p><p>Of course, many working in Big Law already know the most senior players. Names like Rich Capalouto, who represented Silver Lake when it partnered with Michael Dell to take computer company Dell private in 2013; Julie Jones, a longtime advisor to TPG Capital; and Taurie Zeitzer, Apollo Global Management's outside lawyer, all remain active on the industry's biggest transactions.</p><p>And then there are those who pioneered private equity deals in the 1980s. Some of these lawyers have occupied in-house roles with onetime clients, while others have stayed at their firms, transitioning to lighter duties. </p><p>What we really wanted to know, though, were the lawyers who have just started to hit their stride, keep popping up on high-profile deals, and appear to be nearing or have reached the prime of their practice. </p><p>Those names are lesser known, yet could help shape the future of private equity dealmaking. They are also of interest because these lawyers are big money producers for law firms, where the primary assets are people. </p><p>According to experts, private equity legal work can contribute hundreds of millions of dollars to firm revenue in a given year at the most prominent law firms. This business is led by a relatively small number of people in the context of how much revenue they command, with the most prominent partners single-handedly responsible for books of business in the tens of millions. </p><p>The lawyers sources identified run the gamut, from a lawyer who just made partner and is off to a hot start, to partners who sit in firm leadership.</p><p>For the purposes of this story, we focused our reporting efforts on U.S. deal lawyers and left other practice types for another day, such as fund formation lawyers and PE litigators. </p><p>We also spoke with firms themselves - such as The Carlyle Group, TPG Capital and Apollo - and asked them to put their best outside lawyers forward. The results included lawyers primarily in their 30s and 40s, though Business Insider did not place a limit on age.</p><p>After a vetting process, including cross-checking names with competitors and reviewing deals, the below list is a foundation of people-talent who will likely lead the private equity legal profession in the years to come. </p><h2>Elizabeth Cooper, Partner, Simpson Thacher</h2><p class="source"><span>Simpson Thacher</span></p><p class="caption">Elizabeth Cooper</p><p>Elizabeth Cooper, 44, has had her hand in some of the biggest private equity deals at Simpson Thacher &amp; Bartlett.</p><p>This summer she hammered out terms of the <a href="https://www.businessinsider.com/how-lses-27-billion-purchase-of-refinitiv-came-together-2019-8">$27 billion merger of data analytics company Refinitiv into the London Stock Exchange. </a></p><p>It was a deal she had been involved in from the get-go, back when Blackstone carved out Refinitiv from Thomson Reuters in 2018.</p><p>Now insiders say they expect to see Cooper take the lead in more PE deals as her reputation cements as a leader in the next generation at Simpson Thacher. </p><p>Although media outlets have recently recognized Cooper's accomplishments - The American Lawyer named her "Dealmaker of the Year" for 2019 because of her work for Refinitiv - her deal sheet shows she didn't come out of nowhere. </p><p>It was a decade ago when Cooper advised Xerox Corporation in its $6.4 billion acquisition of Affiliated Computer Services Inc. Since then, she has taken more of a private equity focus, taking on KKR, The Carlyle Group, and Blackstone as clients in some of their significant transactions.</p><p>This has included Oaktree Capital Management's sale of 62 percent of its business to Brookfield Asset Management, as well as Blackstone in its recapitalization of SERVPRO, a franchisor of residential and commercial property damage restoration services. </p><p>Cooper graduated Columbia Law School in 2001. Before that, she graduated Harvard University in 1997. </p><h2>Peter Martelli, Partner, Kirkland &amp; Ellis</h2><p class="source"><span>Kirkland &amp; Ellis</span></p><p class="caption">Peter Martelli</p><p>Martelli, 44, is a member of the firm's global management committee and is a go-to advisor for some of the firm's largest PE clients. </p><p>Martelli was behind one of the year's largest "consortium" deals, or transactions where there are multiple buyers to cover the equity check.</p><p>This happened when Martelli advised a consortium led by CC Capital in its $6.9 billion acquisition of Dun &amp; Bradstreet, a provider of commercial data and analytics. </p><p>Blackstone is another one of Martelli's repeat clients, although he has also advised KKR and BC Partners. </p><p>For instance, when BC Partners announced its $2.1 billion take-private of Presidio, it was Martelli's name as legal advisor to the private equity firm.</p><p>Martelli graduated from New York University School of Law in 2000 and Cornell University in 1997. </p><h2>Paul Kukish, Partner, Latham &amp; Watkins</h2><p class="source"><span>Latham &amp; Watkins</span></p><p class="caption">Paul Kukish</p><p>Kukish, 40, caught our eye this year when his work appeared on a deal that made waves in the private equity world for reasons other than its size. </p><p>It was when BlackRock struck the first deal out of its recently-raised private equity fund in acquiring an $845 million stake in the company that manages Sports Illustrated. </p><p>While Simpson Thacher advised BlackRock on the transaction, Kukish appeared on the other side, advising the company Authentic Brands Group and private equity firm Leonard Green &amp; Partners in selling down its stake to make room for BlackRock. </p><p>A closer look at Kukish's background shows that Leonard Green has been a repeat client, as has Ares Management and CVC Capital Partners. </p><p>Those contacts and the lucrative revenue streams that flow from them have helped place Kukish in the seat of global vice chair of the firm's corporate department. </p><p>Of all Kukish's clients, though, some of the most prominent deals have come from Leonard Green. This includes returning BJ's Wholesale Club to the public markets in 2018 after it was acquired seven years earlier by Leonard Green and CVC Capital Partners for $2.8 billion. </p><h2>Justin Hamill, Partner, Latham &amp; Watkins</h2><p class="source"><span>Latham &amp; Watkins</span></p><p class="caption">Justin Hamill</p><p>Latham &amp; Watkins poached Hamill from Paul Weiss Rifkind Wharton &amp; Garrison in March and the investment has  already led to a prominent PE deal in 2019. </p><p>In October, Hamill represented the technology-focused private equity firm Silver Lake in its acquisition of TEG, the live entertainment and ticketing company. </p><p>Hamill, 41, led the cross-border deal team working across more than six of Latham's offices including Hong Kong, New York and Century City. </p><p>Insiders expect big things from Hamill as he's been tasked with expanding Latham's reputation in PE dealmaking.</p><p>Previously, Hamill was considered one of the up and coming stars at Paul Weiss, where he led the firm's 2017 representation of Michael Kors in the fashion brand's purchase of British shoe designer Jimmy Choo and represented Hollywood agency William Morris Endeavor in its $2.4 billion acquisition of IMG Worldwide in 2014.</p><p>On the PE side, Hamill represented Vice Media in the $450 million investment it received from TPG Capital, among a number of other transactions. </p><h2>Anthony Vernace, Partner, Simpson Thacher</h2><p class="source"><span>Simpson Thacher</span></p><p class="caption">Anthony Vernace</p><p>Another Simpson Thacher lawyer who insiders say is among the firm's most active in PE deals is Anthony Vernace.</p><p>Vernace, 38, just recently surfaced on our radar when he advised Blackstone in its $3 billion acquisition of a controlling stake in MagicLab, the dating-app company that owns Bumble. </p><p>On this deal he worked with Blackstone's recent hire - <a href="https://www.businessinsider.com/meet-the-exec-behind-new-blackstone-unit-fast-growing-companies-2019-11">Jon Korngold - who is targeting fast-growing companies.</a></p><p>But Vernace's work isn't confined to tech deals: Earlier in the year, Vernace advised Genessee &amp; Wyoming, a railroad owner, in its $8.4 billion acquisition by asset manager Brookfield and GIC, a sovereign wealth fund. </p><p>With Vernace's blend of PE and M&amp;A work, don't be surprised to see his name coming back on some of the prominent deals announced out of Simpson in the coming years. </p><h2>Matt Abbott and Angelo Bonvino, Partners, Paul Weiss </h2><p class="source"><span>Paul Weiss</span></p><p class="caption">Angelo Bonvino</p><p class="source"><span>Paul Weiss</span></p><p class="caption">Matt Abbott</p><p>Abbott and Bonvino are on the more senior end of lawyers considered for this list, but even though the pair have been around for decades, insiders don't expect their position at the epicenter of PE lawyering to change any time soon. </p><p>Bonvino, 48, has represented a smattering of PE clients from Oak Hill Capital Partners to Kohlberg &amp; Company to Ares Management.</p><p>Abbott, meanwhile, age 46, has represented a mix of companies and asset managers who are not traditional PE firms but are significant investors, including BlackRock, Brookfield and General Atlantic. </p><p>Paul Weiss is well known for its representation of Apollo Global Management, but these lawyers have expanded the firm's presence to a wider swath of PE client. </p><p>This year, Abbott has advised General Atlantic on a variety of investments from an e-commerce platform to a digital bank, while Bonvino advised Oak Hill Capital in its role as lead investor in the recapitalization of Calero Software and a subsequent merger. </p><h2>Laura Steinke, Partner, Ropes &amp; Gray</h2><p class="source"><span>Ropes &amp; Gray</span></p><p class="caption">Laura Steinke</p><p>One trend we've seen in private equity is <a href="https://www.businessinsider.com/american-medical-association-examines-pe-investing-in-doctor-practices-2019-9">cash pouring into healthcare</a>. </p><p>Laura Steinke at Ropes &amp; Gray has placed herself at the center of it. </p><p>After just being named partner last year, the 35-year-old got to business in 2019 and co-led the $2.7 billion sale of Bain Capital's majority stake in healthcare technology provider Waystar, to Canada Pension Plan Investment Board and private equity fund EQT. </p><p>It was one of the largest private equity deals Ropes &amp; Gray handled this year for Bain, a repeat client.</p><p>To be sure, Steinke still has some runway to go as the youngest lawyer on this list, but her work has insiders eager to observe what her promising future in PE holds. </p><p>Steinke's track record points to the PE specialty of healthcare.</p><p>Ever since joining the firm in 2015 from the Sydney office of an Australian law firm, she has been busy working alongside partners in a number of deals. </p><p>She represented Surgery Partners Inc., a publicly held healthcare services company, in its acquisition of surgical facilities owner National Surgical Healthcare, from Irving Place Capital. She also advised Bain Capital in its investment in Navicure, a cloud-based health claims and payment platform, and its agreement to combine with ZirMed, another health information company. </p>            <h3>NOW WATCH: <a href="https://www.businessinsider.com/bill-gates-warren-buffett-billionaires-donate-money-2017-10">On Giving Tuesday, see how Bill Gates and Warren Buffett are changing the world like no other humans in history</a></h3>

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