Anthony Boor on corporate strategy
From Efficiency Metrics, Management, and Consolidation - Tony Boor’s CFO Playbook for Scaling Blackbaud · · Run the Numbers with CJ Gustafson
“We consolidated our portfolio from about 70 solutions down to 18 core solutions, and organized them into pillars like fundraising and financials, each with product leaders running P&Ls to focus on performance and resource allocation.”
On , Anthony Boor, Executive Vice President of Corporate Development & Strategy at BLACKBAUD INC, spoke about corporate strategy during Efficiency Metrics, Management, and Consolidation - Tony Boor’s CFO Playbook for Scaling Blackbaud on Run the Numbers with CJ Gustafson.
About Anthony Boor
Anthony Boor, Executive Vice President and CFO of Blackbaud, has discussed the company’s financial performance and strategic initiatives in several recent interviews. He stated that Blackbaud has approximately 40,000 nonprofit and corporate customers and generates about $1.1 billion in annual revenue. Boor noted that the company is 97% recurring revenue and has shifted from annual to multi-year contracts, which he said has been successful. He reported that Blackbaud improved its rule of 40 metric—a combination of growth and profitability—by 600 to 700 basis points over the prior year and a half, and guided that the company would reach the rule of 40 in the fourth quarter of 2024 and for all of 2025. Boor also mentioned that the company increased prices due to inflation and saw renewal rates improve. Boor has emphasized operational efficiency and consolidation efforts at Blackbaud. He described reducing the company’s portfolio from about 70 solutions to 18 core solutions and cutting the finance and accounting staff by roughly half while the business grew to three times its size. He highlighted that over $100 billion passes through Blackbaud’s platform annually, with about a third of revenue now coming from transactions, a business that largely did not exist 11 years ago. Boor also discussed the importance of soft skills for executives, stating that technically qualified people often fail due to a lack of communication and relationship-building abilities. He reflected on his early career, including running a motorcycle shop in New Mexico, and noted that building relationships and treating customers well drove growth in that business.