In this edition of Meet the Expert, we chat with Tyler Kellner, Chief Financial Officer at TRG Screen.
As Chief Financial Officer, Tyler Kellner naturally spends a lot of time thinking about investment, growth and business performance. But spend a few minutes talking to him and another theme quickly emerges: creating value for customers by empowering people to make better decisions.
Since joining TRG Screen a year ago, Tyler has helped shape the way the business thinks about innovation, product investment and long-term growth. We caught up with him to discuss his journey, why he sees 2026 as ‘the year of the product’ and the leadership philosophy that influences everything from product strategy to coaching his children's sports teams.
I actually celebrated my one-year anniversary at TRG Screen on the day we recorded this interview, so it feels like a good time to reflect.
Before joining the business, I spent over a decade with Vista Equity Partners, TRG Screen's investors, working across a portfolio of software companies. It gave me the opportunity to see lots of different businesses, understand what drives long-term growth and learn how successful software companies create value for their customers.
Joining TRG Screen gave me the opportunity to move from investing in software businesses to leading a software business.
Today my role covers finance, legal, revenue operations and renewals. It's a broad remit, but what I enjoy most is helping the business make better decisions – about where we invest, how we prioritize and ultimately how we create more value for our customers.
I genuinely think of 2026 as the year of the product.
We've already reached two major milestones with Contracts AI and Invoice AI, our first standalone AI solutions, and they're a great example of where we're heading as a business.
What's exciting isn't simply that we've launched new products. It's what those products enable our customers to do. They automate repetitive manual work, surface better information for decision-makers and free people to focus on higher-value work.
That's where our conversations with the market should begin. My role is making sure we stay focused on those outcomes, not just the technology.
We've got more exciting developments planned for the second half of the year, and I think that's something customers should be really excited about.
Because that's ultimately why we're here.
Finance leaders are often the people signing off on technology investments, so one of the questions I keep coming back to is: what value do we actually create for customers?
One of the things I enjoy most about TRG Screen is that we can answer that question very clearly.
When you're a CFO, you're constantly being asked to do more with less. Investing in technology that not only improves efficiency but also delivers clear return on investment is incredibly powerful.
That's why I think TRG Screen is in such a unique position. We don't just help customers work more efficiently so they can focus on higher-value work. We help them be smarter with their market data spend, delivering measurable cost savings while freeing up budget to invest in things that move the business forward.
There are very few software or solution providers that can demonstrate that kind of return. That's a very different conversation from simply talking about software features.
One misconception I still see is that market data teams are viewed as an administrative function, or simply an internal cost center.
Someone requests a Bloomberg terminal. Someone wants access to a new dataset. The expectation is that the team simply fulfils the request.
The best market data teams do something very different. They ask whether it's the right data, whether there's a better alternative or whether the business is already paying for something that meets the same need.
When you equip those teams with the right people, processes and solutions, they become strategic partners who help the business make better decisions, optimize spend and improve outcomes.
That's when market data stops being an administrative function and becomes a genuine strategic partner to the business.
If I had to choose one, I'd probably say empowerment. I get a huge amount of satisfaction from giving people the confidence, context and support to solve problems themselves.
I also see exactly the same thing outside work. I coach my children's baseball and soccer teams, and there's nothing more rewarding than teaching someone a new skill, watching their confidence grow and then seeing them succeed without needing your help.
Leadership works in much the same way. The goal isn't to be the person with all the answers. It's to create an environment where people feel empowered to make good decisions themselves.
I think that's when teams do their best work.
Probably that I snowboard. I think people have a certain picture in their minds of what a CFO looks like, and a snowboard isn't usually part of it! It always seems to surprise people.
Family comes first for me.
My wife and our three children are at the center of everything I do outside work. Whether it's travelling together, spending time with extended family or trying to make the most of weekends, that's how I choose to spend my time.
We were together with family over a holiday recently, and those are the moments that matter most to me.
Stay tuned for more expert insights in our Meet the Expert series, where we showcase the incredible talent behind TRG Screen and their contributions to the financial services industry.