A global provider of third-party support for enterprise software, such as Oracle and SAP, Rimini Street offers premium application management, support, and innovation services. The Nasdaq-listed company, headquartered in Las Vegas, also provides related services, including security, managed services, and consulting.
Global Finance: What is the main obstacle you have encountered as CFO at Rimini Street?
Michael Perica: I wouldn’t necessarily call it an obstacle, but rather an inherited challenge: taking on a high-performing organization that takes great pride in what we do best, client satisfaction. We have a 4.9 out of 5 client satisfaction rating, and as we all know, in any industry, whether business or athletics, getting to the top is easier than staying there.
Maintaining that level of excellence while also delivering appropriate shareholder returns is not easy. Around the time I joined, we began expanding our strategy into new offerings. Our core business holds that 4.9 out of 5 score, and we’re very proud of it, but sustaining it, translating it, and expanding the business while keeping shareholders happy is a real challenge.
I’m also proud that, as a publicly traded company, we’ve achieved tremendous diversification in our offerings. We expanded because our clients asked us to; they wanted more from us after seeing how well we performed in our core market. And throughout this diversification, we’ve maintained consistent gross margins, which is something I’m especially proud of. That consistency has taken a lot of cross-functional work—across my team, the delivery teams, technology, human resources, product, and sales—to make sure we have the right tools, resources, and talent in place and that new offerings reach the market effectively.
GF: Is there anything industry-specific in your role?
Perica: There’s always industry-specific knowledge, but the guiding principles of leadership are the same, no matter the business model. People often try to pigeonhole executives by sector, but true leadership is portable; it applies everywhere.
Before joining Rimini Street, most of my experience was in tech-enabled services. Yes, manufacturing and services differ, especially in accounting, but leadership fundamentals don’t change. Two companies can offer identical products, yet their paths to success will always be unique. That’s where leadership matters. There’s no one-size-fits-all, but the core principles carry across every industry.
GF: What are the challenges of operating internationally?
Perica: It creates challenges. At Rimini Street, our rest-of-world operations are slightly larger than our US operations, even though we’re a company founded and based in the US. From a cultural standpoint, doing business abroad requires real awareness.
That said, I’ve always maintained that code is code. It’s written and runs the same way no matter where it’s installed, and that’s a real advantage of our business model. Beyond cultural awareness, the way we deliver our services is remarkably consistent. We’re guided by one principle: maintaining our 4.9-out-of-5 client satisfaction. That consistency, combined with cultural sensitivity, is what underpins our success globally.
GF: How important is work-life balance for you and your team?
Perica: I’m very fortunate that our business model allows me the time to be with my daughter and my family. I live a simple life. I love what we’re doing at Rimini Street, and outside of work, I focus on family and a few hobbies, like singing Taylor Swift’s jingles with my 11-year-old daughter.
I couldn’t perform at my best without that balance. The same goes for my team; people can’t deliver great results if they’re not taking care of themselves and their families. That’s why I always emphasize that family comes first. We support one another, and when someone needs time, we cover as a team. That’s a priority.
GF: What advice do you have for someone aspiring to be a CFO?
Perica: As CFO, you have obligations to employees, to shareholders, and to every part of the business, because everything ultimately ties back to dollars and cents. Success in this role comes from understanding that balance and the weight of that responsibility, not from chasing the title. My advice to aspiring CFOs is to seek roles that expose you to stakeholders and strategy early on. That experience will make all the difference when you get there.
