CFO THOUGHT LEADER 723: When a Crisis Becomes a Catalyst | Gregg Clevenger, CFO, LiveVox
The Asian financial crisis of the late 1990s is as good a place in time as any for Gregg Clevenger to use to begin explaining the mix of professional and personal circumstances that made Rochester, New York, his port of entry into the CFO office.
At the time, Clevenger recalls, he was a vice president for Goldman’s Sach’s media entertainment and technology group in Singapore and observed $100 million of recently raised funding “go up in smoke.”
Having been recruited to join Goldman while overseas, Clevenger returned to the U.S. as something of an unknown. “People didn’t really know me in the U.S. context,” he remembers. “So it was going to be a very tough row to hoe.”
What’s more, the travel to which Clevenger was accustomed was no longer a great match for his young family.
“My first two children—one born in Singapore and the other in Hong Kong—I never saw them,” comments Clevenger, who began commuting daily to Goldman’s Manhattan office from a new home in Connecticut.
It was at about this time that Clevenger began accepting calls from a number of recruiters, one of whom he believes likely brought him to the attention of a publicly traded, midsize telecom located in Rochester.
“That whole Rochester thing: I never would’ve thought ‘Hey, let’s move to Rochester,’ but it was kind of a personal reset as well as a career one—to live, work, and have our kids go to school in a community,” explains Clevenger.
Having joined the company as head of corporate development, within 3 years he found himself entering the CFO office, where he remained for 4 more years while helping to lead the business through a major restructuring brought on by the telecom sector’s crash.
Looking back on his decade as an investment banker, Clevenger says that he has few doubts about his move to the operations side of things: “I’ve now been doing this for 20 years—it’s hard for me to imagine being an investment banker for 30 years.” –Jack Sweeney
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