Cfo Thought Leader

When Peloton’s stock debuted in 2019, CFO Jill Woodworth believed the playbook was air‑tight. She had shifted fiscal calendars, re‑segmented reporting and shaped statements that “tell a story,” she tells us. Then COVID hit. Orders “flew nine‑fold overnight,” marketing was switched off, and customer focus narrowed to a single metric: getting bikes from order to doorstep. Wait times ballooned to “four or five months,” but earlier bets—a vertically integrated Taiwanese factory and Peloton‑owned delivery crews—proved “fortuitous,” enabling a sprint to drive delivery toward one week. When demand fell just as quickly, Woodworth slashed the bike’s price and led a restructuring that cut “$800 million of costs,” announcing it days after the board replaced the CEO. The lesson, she says, is clear: even elegant models need room for the unimaginable.That conviction now guides her first months at Prenuvo, where a patient can slip into an MRI bore and, under an hour later, leave with a radiologist‑written report on every or