CEO Odessa
With a sharp eye on metrics and a human-centered approach, Odessa’s new CEO, Joe Juliano, outlines his vision for a company ready to deepen customer ties and build for the long term.
What drew you to Odessa and what excites you the most about this opportunity?
JOE JULIANO: It starts with the people. Everyone I met was passionate and deeply knowledgeable about the industry. That kind of talent and energy is hard to find.
Second, the product itself is incredibly strong. It’s a comprehensive, enterprise-grade platform that delivers real value to customers. When you’re leading a tech company, your product is everything — and Odessa’s is a true differentiator.
Third, the company is positioned for growth. The market is complex, but well-defined, and Odessa has the foundation to scale. Growth is exciting — and the opportunity here is real. That’s what drew me in.
Looking back on your time at companies like SAP Ariba and Red Prairie, what lessons are you bringing to this role?
JULIANO: I’ve learned a lot from running software companies around the world, but two themes really stand out.
First, you need to understand what’s working and what isn’t. In smaller companies especially, there’s a tendency to try to do everything. The issue isn’t capability — it’s focus. You need to dig into the data, map performance to business goals and figure out where to concentrate your efforts.
As companies grow, they have to scale. That means thinking not just about new markets — like Europe or Asia — but also about building the operational backbone to support that growth. I look at what I call “golden metrics” for software companies: Rule of 40, gross margin, net and gross retention. These help you spot inefficiencies and opportunities to scale smarter.
Second, I believe in listening more than speaking, especially early on. My goal when stepping into a new organization is to “do no harm.” You have to take the time to understand the dynamics before making changes. Every company has its own rhythm, and sometimes there’s a “secret sauce” that you don’t want to disrupt.
While I bring experience across go-to-market, development and infrastructure, the real trick is not assuming all problems are the same. You have to stay curious, stay humble and stay adaptive.
You’ve joined Odessa at a pivotal moment. What is your immediate focus during your first 100 days as CEO?
JULIANO: The first step is to answer a few key questions: What do we want to accomplish? What are our strategic objectives? Are we aligned?
Financial results matter, but they’re lagging indicators. We need to define the actions today that will drive the outcomes we want three or four years from now. That’s what we’re focused on — building a plan that lays out key initiatives, tracks progress and allows for course correction as we go.
Once we’ve answered the strategic questions and aligned across the leadership team, it’s time to stack hands and move forward together.
Odessa is already a leader in asset finance technology. Where do you see the biggest opportunities for growth?
JULIANO: One of the biggest levers for growth is deepening relationships with our existing customers. When we provide great experiences and deliver clear value, customers naturally want to do more with us.
Regionally:
- North America remains a strong and steady market, and we’re continuing to grow there.
- Europe is expanding rapidly, particularly in the UK, France and, now, Germany. We have a strong team and are actively investing to meet jurisdiction-specific needs.
- APAC is gaining traction — especially Australia and New Zealand. It’s early, but the momentum is encouraging.
- Automotive is an exciting vertical where we’ve already launched a powerful new originations platform and are acquiring new customers.
As we expand, we’re also focused on building the systems and processes needed to support a global organization — so we can deliver consistently, wherever we operate.
How do you plan to balance scaling the business with maintaining the quality of customer experience?
JULIANO: That’s one of the toughest challenges in any growth company.
You can’t scale just by adding headcount. That might work in the short term, but it’s not sustainable. We need to continually invest in systems and automation so our people can focus on high-value work — not stitching together manual processes.
We apply the same thinking internally that we promote with our customers: automate where possible, streamline workflows and empower teams.
Customer success was a major theme in your work at Mercury Gate and other companies. How will that translate into your approach at Odessa?
JULIANO: Our customers and employees are the two most important stakeholders we serve.
If we focus on delivering real value, supported by empowered teams and the right tools, everything else follows. Happy customers stick around, expand their relationships and advocate for you.
At Odessa, we already have a strong, diverse customer base. That gives us a great opportunity to deepen those partnerships and continue creating shared success.
What does innovation mean to you in the context of asset finance and how will Odessa stay ahead of the curve?
JULIANO: Innovation starts with listening to customers and understanding where the market is headed. That should inform our roadmap — but just as important is making sure people actually use what we build.
At a previous company, the most common customer request was for features we had already shipped. That disconnect highlights the need for better education, onboarding and adoption — not just product development.
We’re focused on building what matters, measuring usage and impact, and closing the feedback loop. That’s how we stay ahead — not just by building, but by delivering value in the right way.
I may not come from an asset finance background, but Odessa is full of domain experts. My job is to help guide the process — ensuring that we innovate in a focused, scalable and effective way.
Odessa serves both equipment and auto finance markets globally. Do you plan to expand into any new verticals or new geographies?
JULIANO: Not at the moment — but that’s a strategic choice.
We see plenty of opportunities in our current markets. Chasing too many new ideas can dilute focus and slow progress. We want to fully realize the potential in front of us before expanding further.
That said, we are evaluating selective inorganic opportunities — whether through building, buying or partnering. But any move we make will be deliberate, aligned with our long-term strategy.
You have led high-performance teams across several companies. What kind of leadership culture do you plan to foster at Odessa?
JULIANO: Empowerment is key.
It’s easy to fall into micromanagement, especially when you care deeply about getting things right. But the real magic happens when you trust your team, push decision-making down and give people the tools and clarity they need to act independently.
We’re building a culture where:
- People enjoy working together
- The environment feels fair and respectful
- Team members are encouraged to take initiative — even outside their lane
How do you attract and retain top tech talent in today’s competitive landscape?
JULIANO: It’s about more than compensation.
People want to work somewhere meaningful — where they’re respected, their work matters and they can grow. At Odessa, our motto is “Building better, together.”
If you want to make an impact and be part of a team that genuinely cares about what we’re building, Odessa is the place for you.
As our culture continues to strengthen, people will talk about what it’s like to work here — and that’s how great teams grow. •
