Barely two weeks after hiring former Jive exec Lynda Smith as its chief marketing officer, today it will announce that it has a new CFO. It’s Lee Kirkpatrick, and he’s leaving Say Media, where he had the same title. He started his new job on May 7.

Twilio is growing so fast that it’s a little hard to keep track of all the news coming out of it. In his new role, Kirkpatrick will be responsible for Twilio’s finances and worldwide strategy. The company recently added Belgium, Finland, the Netherlands and Sweden to the steadily growing stable of countries where it is operating. It also recently struck a deal with Microsoft to add telephony features to its Azure cloud computing platform, so, yeah, maybe now might be the time to add a CFO.

What’s Job One? Well, here’s a funny tradition at Twilio: Every employee, no matter their level or level of technical ability, is required to build a Twilio application in order to become familiar with how the service works. So, part of this week will be devoted to that. Companies like eBay unit StubHub, Salesforce.com and Airbnb have used it to create some custom apps that include the use of a phone.

It’s a very Twilio sort of thing to do. When the company was in the process of raising its most recent funding round — a $17 million series C led by Bessemer Venture Partners and Union Square Ventures — Bessemer partner Byron Deeter created a Twilio-connected number and asked CEO Jeff Lawson to call it. As VentureBeat reported at the time, when Lawson called, he heard an automated voice message asking him to press 1 for $5 million, press 2 for $10 million and press 3 for $15 million.

It turned out that C round topped out at $17 million late last year, bringing its total capital raised to about $34 million, so there’s a decent-sized pile of money to look after. Before Say Media, Kirkpatrick held executive jobs at Ofoto, the Kodak Gallery and Reuters.

Aneel Bhusri

Sources familiar with the company’s plans tell AllThingsD that Workday has chosen the four bankers that will lead it through the IPO process: Morgan Stanley, Goldman Sachs, Allen & Company and JPMorgan Chase & Co. The search for bankers caps a process begun in December.

The company’s IPO path calls for an S-1 filing to be made with the Securities and Exchange Commission by mid-July. After a late summer or early fall road show, its shares would debut between October and December, depending on how favorable market conditions are, sources familiar with the matter tell me.

The process began in earnest after Workday hired its new CFO, Mark Peek, away from VMware, where he was also CFO.

Workday is feeling emboldened in part by the successful offerings of Jive Software and Splunk, both enterprise companies with their hands in the cloud business. Workday itself is a pure cloud software play, specializing in human resources applications, a white-hot area of enterprise that has seen a lot of M&A activity of late.

In December, software concern SAP spent $3.4 billion to acquire SuccessFactors. Then, in February, software giant Oracle spent $1.9 billion to acquire Taleo, in a deal that took place shortly after I interviewed Taleo’s CEO. Even Salesforce got into the act, acquiring the start-up Rypple for an undisclosed amount in December.

Much of that dealmaking came in response to concerns about Workday, especially after its impressive $85 million Series F round of institutional funding at a $2 billion valuation, which AllThingsD reported exclusively in October. A Bloomberg News report said that round was oversubscribed and grew to $100 million when Michael Dell’s MSD Ventures joined.

Investors in that round included several who also took part in institutional rounds in Facebook and Web gaming player Zynga: T. Rowe Price, Morgan Stanley Investment Management, Janus, and Bezos Expeditions, the personal investment entity of Amazon CEO and founder Jeff Bezos. William Danoff, the manager of Fidelity’s $80 billion Contrafund, the mutual fund giant’s largest stock-based fund, also participated in that round.

A Workday IPO, which would raise about $500 million, would make for a sweet payday for the company’s earlier investors, which include Dave Duffield and Greylock Partners, who invested $90 million in four rounds, and New Enterprise Associates, which joined a $75 million Series E round in 2009. By my math, Workday’s total capital raised comes to a cool $195 million.

So how’s business? With the company having disclosed $160 million in billings total bookings in 2010, sources familiar with its operations tell me bookings in 2011 exceeded 100 percent growth. That would be above the $320 million in 2011 bookings CEO Aneel Bhusri told me he expected last October.

Workday is essentially the creation of PeopleSoft vets Bhusri and Duffield. They started the company in 2005, not long after losing a pitched battle to resist a $10 billion hostile takeover by Oracle. Bhusri and Duffield concluded that the next battlefield for enterprise software would be in the cloud. They kickstarted Workday using their own money and some funding from Greylock, and brought some PeopleSoft employees with them.

The idea was to re-create PeopleSoft, which makes software that businesses need to run day to day, but to deliver it from the cloud.

And unlike other cloud players that approach smaller companies and work their way up to ever-larger customers, Workday’s customers are already in the big leagues. The average Workday customer — there are 280 — has between 10,000 and 15,000 employees. The biggest is Flextronics, the huge electronics manufacturing company, which has 200,000 employees. Other customers include Time Warner, Thomson Reuters, Chiquita Brands and Salesforce.com. There are Workday records on more than two million employees on its system. All that after only four-plus years of active selling. A second, newer line of financial applications aimed at helping companies more efficiently manage their spending is getting traction, too.

Workday will probably be the biggest among a pending batch of enterprise-oriented IPOs set for summer and fall after the Facebook madness is over. For one, there’s Violin Memory, which I’ve been reporting on quite a bit. And Reuters is reporting that cloud storage and collaboration concern Box is looking like it’s eyeing an IPO in 2013. The bankers are going to be busy.

The company has hired Robert J. Lawson, whose last gig was as CFO of Codexis, a biofuel company. His resume also includes stops at Intuit and General Electric.

RingCentral is essentially an Internet-based phone service that gives a small company an easy way to seem bigger than it is. Its investors include Sequoia Capital, Khosla Ventures and DAG Ventures, and it has raised a combined $44 million in capital since being founded in 2003. The company has about 200,000 businesses signed up, and its service is resold by AT&T.

It has been getting early IPO buzz for about a year. And while the company won’t say that Lawson’s brief will include shaping things up for a roadshow, the fact that Codexis went public in 2010 isn’t exactly going to tamp down the expectation that RingCentral could file an S1 before the year is out. Could hiring bankers be next?

The online restaurant reservations company said today it has appointed Duncan Robertson to the position of CFO. Robertson previously co-founded and served as CFO of SnapStick, a mobile app company. Prior to that, he was CFO of Aricent, a technology services company.

Three months ago, the company surprised Wall Street when its CFO Matthew Roberts was promoted to president and CEO and said Jeff Jordan, the president and CEO, would transition to executive chairman.

Jordan has since taken a job at Andreessen Horowitz, the large Silicon Valley VC firm.

When Jordan’s departure was announced, OpenTable’s stock fell $17 to $96. Today, the company’s stock continued spiraling downward, slipping another 9.5 percent, or $6.51 a share, to stop at $68.90 a share in after-hours trading.

OpenTable reported second-quarter revenues of $34.3 million, a 53 percent increase over the same period a year earlier. It was that figure that narrowly missed analyst expectations of $35.3 million, according to Thomson Reuters.

The company’s quarterly profits totaled $6.3 million, or 26 cents a share, up from $2.6 million or 11 cents a share in the second quarter 2010.

Despite executives playing musical chairs, Citi’s Internet Research Managing Director Mark Mahaney wrote in a note to investors that the company reported an “intrinsically robust” second quarter, and that revenues were only modestly below his estimates, whereas adjusted earnings per share of 33 cents beat expectations.

Other positive results:

• Its base of restaurants increased 27 percent to 15,560 year over year and diners seated totaled 22.2 million, a 47 percent increase in North America.
• Internationally, it saw even stronger growth, with its installed base of restaurants growing by 276 percent and seated diners up 249 percent year over year.

Yesterday, Microsoft reported third-quarter earnings, which beat Wall Street expectations, but still had some warning signs (PC non-growth!).

Here are the software giant’s results, all duded up with pretty charts and bullet points to pencil out:

SlidesFY11Q3 –

Oracle’s statement yesterday called the appointment of Safra Catz as president and CFO “permanent.” While that’s clearly meant to convey that this is no interim appointment, which was the case in her first turn as CFO during a three-year period that ended in 2008, does it also imply that Catz has reached her peak on the management ladder?

At least one analyst has concluded that it does. Pat Walravens, an analyst at JMP Securities tells Bloomberg that Catz’s appointment sets the pieces in place for President Mark Hurd, the 54-year old former Hewlett-Packard CEO, to take the reins from CEO Larry Ellison at some point in the future. Hurd, he says, gains more day-to-day control over the company, giving him a logical springboard to the corner office.

But is it really so clear? Before Hurd arrived on the scene, it was Catz who had always been described as Ellison’s heir apparent. She won her stripes primarily overseeing Oracle’s $10.6 billion takeover of Peoplesoft in 2005. At an Oracle event in 2005, Ellison said “If I dropped dead tomorrow, Safra Catz would be CEO of Oracle.” That implies that a formal succession plan saying exactly that was once–and may still be–in place. And by getting a title that begins with C, something Hurd doesn’t have, there’s a further implication of seniority that effectively makes Catz appear to be the second most powerful person at Oracle after Ellison.

Obviously there will be more tea-leaf reading to come from all this. And there will be more signals from Oracle that will be interpreted and re-interpreted again. Ellison is 66 years old and has been running Oracle since the days of the Carter Administration. He’s showing no signs of letting go of the pilot wheel just yet. (You just know he’s going to live to be 180.) Hurd is 54 and Catz is 49. Ellison likes them both. Time will eventually tell who gets the nod.

The company has not yet hired bankers or determined a timeline for a potential IPO, but some of the groundwork is starting to be laid, said Vince Sollitto, the company’s VP of corporate communications.

Sollitto said Yelp’s current CFO, Vlado Herman, who has a young family and a long commute to the company’s San Francisco headquarters, suggested the change. He will stay on board until a replacement is found.

Herman’s departure will give the company the opportunity to hire someone with expertise in the public markets.

In a fairly public move, Yelp walked away from about a half a billion dollar offer from Google in 2009.

The company’s revenues are widely considered to be around $50 million last year, and are projected to double this year.

Sollitto declined to confirm the numbers, but said the company’s growth accelerated in the first quarter of 2011, and the the local reviews site is now attracting 50 million unique visitors a month and counts 17 million reviews.

Yelp is now available in eight countries, and relies primarily on local search advertising. Increasingly, as its audience grows, it is also seeing opportunities in display advertising, and it was able to enter the daily deals space easily by leveraging its sales staff of 350.

Today, it is offering daily deals in 10 U.S. markets.

In that space, Groupon is the most prominent player currently considering an IPO. Groupon is on track to pick Goldman Sachs and Morgan Stanley as its two lead underwriters, reports the WSJ. The IPO is expected to value the Chicago company between $15 billion and $20 billion, according to people familiar with the deal.

Seifert isn’t even a candidate for the permanent position. And Meyer was talking up AMD at CES just last week.

“Dirk became CEO during difficult times,” AMD chairman Bruce Claflin said in a statement. “He successfully stabilized AMD….However, the Board believes we have the opportunity to create increased shareholder value over time. This will require the company to have significant growth, establish market leadership and generate superior financial returns. We believe a change in leadership at this time will accelerate the company’s ability to accomplish these objectives.”

AMD reports fourth-quarter financial results Thursday.

The company says it’s not, but “people familiar with the matter” tell Bloomberg otherwise. They claim Apple approached Blackstone CFO Laurence Tosi about taking on the role, which has been held by Peter Oppenheimer since 2004, and he turned it down. Good thing for Oppenheimer since, according to Apple spokesman Steve Dowling, he “loves the company and is extremely happy in his role.”

And apparently it’s a mutual affection. The response from the company is straightforward: “Peter is not leaving Apple. We are not conducting a CFO search.”

Of course that doesn’t mean it didn’t approach Tosi, nor does it kick the legs totally out from under Bloomberg’s narrative. Apple’s statement says only that it’s not currently conducting a search. It says nothing about searches it might have conducted in the recent past or any discussion it may or may not have had with Tosi.

According to sources close to the situation, well-known Silicon Valley power player Peter Currie is joining the board of directors of Twitter.

It’s an interesting choice to bring the well-regarded moneyman to the microblogging start-up, and could indicate an intent to push to an IPO eventually.

As first reported by NetworkEffect’s Liz Gannes earlier this week, Twitter is now considering funding offers from big venture funds, specifically Russia’s DST Global and Silicon Valley’s Kleiner Perkins, as well as fielding incoming acquisition interest from Google and Facebook.

Currie should know about this kind of noisy swirl around a hot start-up.

Back in the heyday of Web 1.0, as the CFO of Netscape Communications, he led the iconic browser software company into history, as the first great Internet rocket ship, when it went public on August 9, 1995.

While the Netscape experience ended in tears, Currie’s career has not, and he has become a kind of go-to elder statesman in the Web 2.0 era.

A year ago, for example, he joined Facebook as its temporary CFO.

That move came after the social networking site, in a bit of turmoil, parted ways with its then CFO, Gideon Yu, following mutual disagreements.

Indeed, Currie plays the calm, collected wise man well.

Unusually tall, aggressively avuncular and laid-back, he loves Elvis and enjoys pranking reporters like BoomTown.

(Case in point: Back in the day, he spread the rumor around Silicon Valley that I was short due to a medical condition.)

Now the president of Currie Capital, a private investment firm, he had previously worked at General Atlantic in private equity.

After Netscape, he was a partner and co-founder of the Barksdale Group, an early-stage (and ill-fated) venture capital firm.

Before Netscape, he was CFO of McCaw Cellular Communications and also worked at Morgan Stanley.

Currie is also board-happy, serving as a director of a variety of tech firms, private and public, which have had varying degrees of success.

They have included CNET, Critical Path, Clearwire, Safeco, Ofoto, Tellme Networks and Zantaz, as well as Sun Microsystems.

He has an MBA from Stanford University and went to Williams College.

In other words, just the kind of pedigree needed to give some additional burnish to the Twitter board, which now includes Fred Wilson of Union Square Ventures, Spark Capital’s Bijan Sabet, Benchmark Capital’s Peter Fenton, co-founder and former CEO Evan Williams, co-founder Jack Dorsey and CEO Dick Costolo.

Apparently, it’s time to toss another dude in there!

Kno, the start-up attempting to make and market a student-aimed tablet and learning platform, has hired Stuart West as its new CFO.

West (pictured here) has worked at Yahoo, InfoSpace, TiVo and J.P. Morgan.

Kno is continuing to make key hires as it prepares to ship the product by the end of the year, after recently raising another $46 million in funding to add to a $10 million round.

Sources said that the Santa Clara, Calif., company could be back out raising even more money early next year.

Its current backers include prominent venture players like Andreessen Horowitz and First Round Capital, along with investors Mike Maples and Ron Conway.

Here are the three data points that the search giant showed off during its earnings call this afternoon. All of them “begin with the letter B,” as product SVP Google Jonathan Rosenberg noted, and all of them come with caveats:

• $2.5 billion: Non-text display ad revenue run rate. That number includes ads from its DoubleClick unit as well as YouTube.
• 2 billion: YouTube monetized views per week.
• $1 billion: Mobile annualized revenue run rate.

All of those seem big–and they are! But they’re also deliberately fuzzy enough that it’s hard to tell exactly what they mean.

For instance: As Henry Blodget notes, those display-ad dollars are gross revenue, which means that Google only keeps a portion of them. And while that two billion YouTube views number is up from a billion a year ago, it’s proportionally the same: A year ago YouTube said it was monetizing a billion views a week while serving up a billion views a day; now the video site says two billion views a week and two billion a day.

Meanwhile Google officials, who routinely announce that YouTube is close to profitability, refused to tell analysts whether YouTube is actually profitable.

No matter! The point of b-as-in-big numbers was to impress Wall Street with Google’s ability to create new revenue streams beyond its core search ads. And the data, along with the company’s impressive Q3 performance, seems to have worked: Shares are up nine percent in after-hours trading.

——————

EARLIER

There’s the beat Wall Street was looking for. Google reports earnings of $7.67 a share and net revenues of $5.48 billion. The consensus was for $6.67 and $5.25 billion. GAAP EPS was $6.72.

Google (GOOG) has been plowing money into capital expenditures and people–it now has 23,300 employees, up from 21,800  months ago, a 6.8 percent increase–but it has been able to keep operating income quite healthy, anyway. Adjusted operating income was $2.93 billion, well above the $2.77 billion consensus.

GOOG is up considerably, now seven percent, in after-hours trading. Robot cars for all!

You can listen to (and watch) Google’s 4:30 pm ET earnings call by clicking on this YouTube link. I’ll add updates from the earnings call occasionally starting here:

As in recent quarters, CEO Eric Schmidt is sitting this one out.

CFO Patrick Pichette starts off. Aha! Teases that “we may have” Schmidt available for the first 30 minutes of Q&A before he gets on a GooglePlane.

300 of those new 1,500 employees came from acquisitions.

Discussion of “long-term” growth–”the next 5 to 10 years.” “Simply put, we’re on this growth agenda at full throttle…investing heavily in people and in product.”

There’s a “war for talent” in our industry, which is “out of synch” with the broader economy. Currently exploring how to attract and retain people. Winners and losers determined by this battle.

Re: Product investment, which you’ll hear about from product SVP Jonathan Rosenberg. He’s going to tell you about some numbers, but don’t expect to hear an update on these–they’re merely “proof points” about Google’s success.

Here’s Rosenberg, teasing new previously unreleased numbers.

Here they come. Starting with search and Google Instant:

Impact has been “very minimal” on revenue and “quite expensive” from a resource perspective.

But! “We launched it because we could.”

As search gets better, ads have to keep pace. Great momentum with AdWords.

New ad formats appear on more than 10 percent of query. Some formats show clickthrough rates as much as 10 percent on some, up 30 percent in others.

Big numbers, “which all begin with the letter B.”

$2.5 billion: Non-text display ad revenue run rate. That includes DoubleClick, YouTube.

2 billion: YouTube monetized views per week

$1 billion: Mobile annualized run rate

Mobile search queries up 5 times in the last few years.

Back to Pichette, to tamp down numbers.

In some cases, there is overlap with numbers. For instance, with AdMob, numbers counted in both display and mobile.

Time for Q&A, Schmidt is now on the line.

Schmidt says query growth is pushing click growth, and so are new ad formats. Ads are more compelling, etc.

Pichette notes that AdX numbers are included in the $2.5B display total.

Q: Please talk about YouTube. Of the two billion monetized views, what percent is that of total views? And are you profitable yet?

Pichette: Re: Profitability, “We have not made any comments on it.” [Except of course when they do, over and over.]

Rosenberg: Note that we’ve said we do two billion views per day–that will give you context.

Sorry, missed a Q.

Schmidt says growth of Android is “well past what I had ever hoped for.”

90,000 apps on Android “and growing very fast.”

Question about “proprietary benefits” of Android.

Schmidt: Android is the “largest single platform play” in mobile today.

We’re growing it by giving software away. How does that help us? Well, for starters, people who use Android search two times more than anyone else. Obvious benefit for us there, and search is more lucrative for us there as well, and that makes Android “hugely profitable.”

And we can add other value-added services to Android, but that’s not the focus right now.

Questions on cost: Cost per employee has declined. Can you continue that? And on mobile, will you stay with the “indirect monetization” Android strategy?

Pichette: Wouldn’t read anything into the cost-per-employee numbers. But we’re continuing to be frugal and generous.

Ad boss Nikesh Arora: We’re excited about the revenue model we have. We have no reason to change the model we have with Android.

Schmidt: And display will become a very big component of mobile.

Q: On display, can you break out YouTube and AdX numbers? And what do you think of competitive Android marketplaces?

Pichette: No breakout of numbers. [Duh.]

Schmidt: Goal of the app store is to make money for developers. Not a revenue goal for Google. More stores are a “win for everybody.”

Question about CPC on mobile devices. Rosenberg: They’re lower than desktop, because there aren’t many practical ways to consumate transaction. But on the iPad, activity looks a little bit more like it does on a PC, because there’s more room to enter credit card numbers, etc.

Q: Please discuss cannibalization between smartphone and PC–are iPad and tablet searches incremental or cannibalization? And can you give us color on international 26 percent growth?

Rosenberg: We don’t see cannibalization. We see mobile as complimentary to desktop. Different use patterns–mobile search is on weekends, during lunchtime, etc.

Arora: Generally, trend positive across the board. U.K. a bit weaker, but some of that is FX. Southern Europe way better than Northern. Asian markets robust.

Q: Competitors make $300 profit per handset sold over the lifetime of a device.You’re approaching this with a different model, but do you think that’s an upper limit on that number?

Schmidt: Our model is that handset makers and manufacturers make a lot of money from the phone, and we make money from advertising. So can’t compare the two, and premature for us to guess what we can do. “It should be highly lucrative” and a “very very strong revenue stream compared to a PC.”

Q: On social search. How do you “capture the signal” without access to the data feeds, as you have with Twitter.

Schmidt: “There are some ways we can do that” now, and we’re working on new ways.

Sorry, stepped out. Back now.

Q: TAC rate seems to be lowest since IPO. Sustainable? Growth has been driven by volume, not price. Sustainable, and/or will pricing increase going forward?

Pichette: MySpace deal is now over. That saved us a bunch of money. And mix of our partners will effect our TAC. That’s about it.

Rosenberg: Can’t answer volume/price question without “being forward-looking.” [Heh]

Q: Microsoft/Facebook deal was exclusive. But do you think you’ll see exclusive data deals? And what about Groupon, etc.? Can you compete there?

A: Value of exclusive data is “swamped” by “vastness” of the Web. So no concern there.

Schmidt: Always a concern that large chunks of data are not accessible to search engines….long pause… up to the content owner to decide how much to expose. We believe the world is better off if more information is searchable. “We fundamentally believe that.”

Rosenberg: Daily deals are very exciting. “A lot of small companies doing a fabulous job there.” We participate a little bit via sitelinks. But no question “that’s a very exciting and hot space.”

Q: When will Google Instant be on the BlackBerry or iPhone? What’s Android activation rate? And why not let advertisers bid directly on mobile inventory?

Rosenberg: Instant availability on other platforms “relatively soon”–probably this fall.

Not updating Android activation numbers.

Q: Given that non-core search is more material, do you think you’ll keep allocating resources with your 70-10-10 model? And when do you anticipate mobile overtaking desktop?

Schmidt: On mobile vs. display: Even if we knew I don’t think we’d talk about it.

On core vs. emergent: We talk about this all the time. Depends. Android is very small, and growing fast, so they get all the resources they need. We end up still at 70-10-10, but that’s not really a formula for us.

Pichette: What really matters the most to us is as Eric says, “When you see a hockey stick, pour gasoline on that fire.”

Q: Big-picture data question: What does Google think about leveraging user data to better target ads (see Facebook, Yahoo, etc.)–particularly with search data and display?

Schmidt: “We have a pretty strong opinion that we’re not going to do very much of it.” We’re intensely serious about privacy.

So “we’re not going to do the kinds of things that we could do with it… without your explicit permission. And in many cases we probably won’t do it forever.”

A question on display, which I’ve missed but will have to return to.

Pichette wraps things up. Today’s data points “are not about giving you information” for coming quarters, but to give you confidence that we’re building long-term businesses.

Call ends.

Mark Mahaney’s cheat sheet will help you decipher the numbers:

The exec shifts at Dow Jones, a unit of News Corp., continue with the just-announced departure of Stephen Daintith as the media company’s COO and CFO.

He will be replaced by Kevin Halpin, a longtime News Corp. (NWS) finance exec who will become CFO and EVP, effective October 15.

Daintith, a six-year News Corp. veteran, is leaving for an unspecified new job opportunity.

Other exec departures at Dow Jones announced earlier this month: Gordon McLeod, president of The Wall Street Journal Digital Network; and Ann Sarnoff, president of Dow Jones Ventures and SVP for strategy.

Here is the official Dow Jones press release on the Daintith/Halpin switcheroo:

Dow Jones Press Release September 27 2010

And here is the internal memo from Dow Jones CEO Les Hinton on the move:

Dear all,

Today we are announcing a transition in our Finance and associated groups. Kevin P. Halpin is joining as executive vice president and chief financial officer. Stephen Daintith departs to pursue a new opportunity outside News Corp.

Kevin knows Dow Jones already. And we know Kevin’s eminent qualifications. For the past two years he has served as senior vice president finance at News Corp. and before that as vice president finance for eight years. His News Corp. duties brought him in close touch with our business and others like it in the News Corp. family.

Stephen’s new opportunity will be disclosed soon by his new company. Suffice it to say that this is good for him and we are grateful for his significant contributions to our success. Stephen and I have worked alongside one another nearly six years, half of those at Dow Jones. He brought vision and leadership to the company’s operations, helping us modernize our processes and achieve excellence and profits. We have enjoyed his humor, energy and his unwavering focus on smart investment, expense management and revenue growth. He has been an outstanding executive and friend, and I wish him all success in his new position.

Kevin will play a key role in helping to set and support our strategic priorities, as well as managing our growth and profitability. He will lead all finance functions and will be responsible for business unit finance, procurement, tax, audit, administrative services and facilities.

His appointment is effective October 15, 2010, and he will report to me. The Global Business Technology Services team led by Dean DelVecchio going forward will report to Todd Larsen. Our business units and technology must work hand in glove to be successful, and this will help align their priorities.

At News Corp., Kevin was responsible for evaluating merger, acquisition and divestiture opportunities. He has been involved with a number of significant transactions, including the purchase of Dow Jones in 2007 and the proposed BSkyB transaction. He received his undergraduate degree from Georgetown University, a master’s in business administration from Villanova University and is a CPA.

Please join me in welcoming Kevin to our already outstanding management team. This is a time of great opportunity at Dow Jones as we continue to pioneer new products and new thinking in digital content.

Best,
Les

(Full disclosure: Dow Jones owns this site; also, we like Stephen, we’ll miss him and we really think he’s an awfully good sport for all the ribbing we have given him.)

Zynga, the fast-growing social gaming site, said it had hired Allen & Co. investment banker David Wehner (pictured here) as its new CFO.

He replaces Mark Vranesh, who becomes Chief Accounting Officer, reporting to Wehner.

The move is yet another indication that the San Francisco-based start-up is prepping for an initial public offering, rounding out its executive team, which is headed by founder and CEO Mark Pincus.

Pincus and Zynga have been quite busy of late, landing hundreds of millions of dollars in venture funding, striking deals with Yahoo (YHOO), Google (GOOG) and international partners such as SoftBank, as the company seeks to expand its distribution from Facebook, the social networking platform where it first took off.

Zynga also recently signed a five-year agreement with Facebook.

Zynga said it made the hire because of its longstanding relationship with Wehner, who has been a managing director at the New York-based Allen & Co. for nine years.

One thing is most clear: Zynga is filling out its executive team to take the business to the next level.

Which is, of course, an IPO.

Here is Wehner’s official bio:

Dave Wehner is joining Zynga from Allen & Company LLC, an investment bank focused on media and technology, where he has worked since 2001. As a Managing Director at Allen, Dave led corporate finance teams responsible for capital raises and M&A transactions with a focus on the firm’s Silicon Valley clients. Dave was also involved extensively with Allen’s principal investing activity, and sponsored the firm’s investments in a number of technology companies including Pandora, Quantcast and StubHub. Prior to joining Allen & Company, Dave worked as the VP Corporate Development for an e-commerce start up and at the technology-focused investment banking firm Hambrecht & Quist (now part of JP Morgan), where he was involved in numerous M&A and financing transactions. Earlier in his career, Dave worked as a strategy consultant with the global consulting firm Monitor Company where he worked extensively throughout Asia.

Dave earned a BS in Chemistry from Georgetown University and an MS in Applied Physics from Stanford University where he was a National Science Foundation fellow.

BoomTown liveblogged Google’s earnings call this afternoon.

Earlier today, Google (GOOG) beat Wall Street’s expectations in its first-quarter earnings, signaling that online advertising spending is back on track.

Here we go:

1:30 pm PT: Investor lady went over investor stuff. Zzzz.

1:33 pm: First up: Patrick Pichette, CFO of Google, whose delightful French accent livened up what was an almost entirely newsless event.

In fact, it turned out that the biggest news was changes in how Google presents its earnings calls going forward: No more CEO Eric Schmidt!

Instead, it will be Pichette from here on out, along with sidekick and head products dude Jonathan Rosenberg. Who was not around today, so top Google execs Susan Wojcicki and Jeff Huber filled in.

Also making an appearance, Nikesh Arora, president of Global Sales Operations and Business Development.

Thus, a parade of Google execs replaced Schmidt–all of whom said as little as he used to!

Pichette went through the numbers–lots and lots of them.

“Very strong performance, across the board, in terms of revenue,” he concluded.

1:44 pm: Next up, Wojcicki–fun fact about the VP of Product Management: Google was started in her garage–talking about improvements to ad search results.

They are going to get fat and detailed, apparently, with all kinds of stuff attached to them.

“The idea is for them to be more useful and therefore more high performing,” she said.

In display, Wojcicki said there was “very strong momentum.” More DoubleClick integration, more analytics.

Mobile: “Doing very well.” (I look forward to the first analyst question about its regulatory approval problem with Google’s $750 million AdMob acquisition.)

There will be an ability to “call through” on ads in smartphones, which sounds kind of cool.

1:51 pm: Next, it was Huber’s turn. He is SVP of Engineering.

He started with mobile and geolocation features Google is working on, some of which sounded a bit stalkerish. To the all-seeing eye of Google, they are fabulous, of course.

Its Android and Chrome operating systems are growing, Huber said, noting that there are now 34 Android devices.

Take that, Apple!–which has but one (which is doing pretty well on its own, Huber declined to add).

1:55 pm: Arora joined the call with the others for Q&A.

Questions about international advertising. All was well, said both Pichette and Arora.

Next question was about the percentage of revenue from enterprise and mobile. Also what up with Nexus One?

Pichette was not saying, of course, as that information would be useful.

Also no data on the profits of Nexus one, which Pichette noted was indeed profitable. But Google wasn’t saying how much! More non-news.

Finally, a good question about whether Google will remain on Apple (AAPL) products–given growing corporate rivalry between the two–and why the heck Schmidt is not on the call anymore and whether there is more to it.

Pichette became slightly agitated about the CEO question.

Eric has been everywhere! Abu Dhabi! Washington, D.C.! Jetting around on the GooglePlane like it was nobody’s business!

“It does not mean that Eric is not available,” said Pichette, explaining that the move is simply a question of “streamlining.”

Huber declined to comment about Apple, of course!

But, blood in the water: What’s up with Facebook competition?

This is a true oucher for Google internally, with execs quite concerned about the social networking site’s growth, even if Huber did not admit it and called it “not a significant issue.”

Translation: It’s significant.

2:04 pm Back to the sleepy questions on marketing and how the company feels about upcoming quarters compared with previous ones.

Hey, the colorful letters of Google and Googley goodness are just not cutting it anymore! You need some pretty ads! You have to promote! After all, Google has actual products now, like the Nexus One.

The next questions were on the number of Nexus One phones sold and, finally, on China.

Huber was not disclosing! If there were a badillion devices sold, you know he would, of course.

Pichette took the China question.

“This was a tough situation, but we really think we made the right decision,” he said, noting that the company is kind of still in China from Hong Kong.

Well, not really, but it was the right decision.

2:10 pm: Another good question on the News Corp. (NWS) deal and the AdMob situation.

Pichette pointed out the the mobile ad market is “nascent,” naturally noting that Apple announced its recently announced iAd network.

In other words, let’s keep pointing to what Apple is up to to save our bacon with the government.

“Google wants every partner,” said Pichette about renewing the deal over MySpace, but added that economics have changed since the first one was done with the then-hot-and-now-not social networking site.

Translation: Don’t expect a big check, Rupert Murdoch!

More in-the-weeds questions, which provided some insight, but not much.

2:28 pm: Another China question about whether serving its results from Hong Kong is sustainable.

Yes, said Pichette.

More about search advertising innovations and targeting. Google is all over it, said Wojcicki in many, many, many more words.

This line of questioning continued until someone asked whether the reported tensions between Schmidt and co-founder Sergey Brin over China are behind his absence.

Juicy, but completely ridonkulous.

“Non,” laughed Pichette, answering in a jaunty way.

The lack of Schmidt, he added, was not a negative, but part of a review of stuff Google could do better. In fact, it was an innovation!

Mais oui or mais non, it was the most interesting news of the day.

Ali Rowghani, currently CFO and senior VP of strategic planning at Pixar Animation Studios, will bring his financial acumen to the microblogging service come March, making it, for better or worse, a “legitimate” company.

“Ali will be an important member of a growing team focused on creating value for our users and capturing the financial opportunities that result from it,” Twitter CEO Evan Williams said in a statement. “His thoughtfulness on retaining a great culture to work and staying consistent with your principles will also be a significant contribution.”

Great. But how is he with IPOs?

Rowghani’s pre-Twitter bio:

Ali Rowghani is Chief Financial Officer and Senior Vice President of Strategic Planning for Pixar Animation Studios, Disney Animation Studios, and Disney Toon Studios. In this role he oversees the finance teams at each animation division, the Facilities and Real Estate functions at Pixar, as well as the business aspects of Pixar’s RenderMan software group.

Ali joined Pixar in 2001 and has held a variety of finance positions at the studio. He was appointed Director of Pixar’s Production Finance and Strategy group in 2004. Before joining Pixar, Ali was an Associate at McKinsey & Company, a global management consulting firm. During his time at McKinsey, Ali was based for nine months in Germany. He later spent one year in Japan with McKinsey Global Institute, the Firm’s renowned economics think tank.

Ali holds a Bachelor of Arts degree and a Master of Business Administration degree, both from Stanford University. He was awarded a Fulbright scholarship and spent a year studying at the University of Bonn in Germany. Born in Iran, Ali moved to Dallas, TX with this family when he was five years old. He remains a huge fan of the Dallas Cowboys.

BoomTown liveblogged the AOL conference call, the first since it spun off from Time Warner (TWX).

And essentially, it was all about turning the Internet icon around. Bottom line: Still turning, but the lid is super-duper tight, folks!

Earlier this morning, AOL (AOL) reported its fourth-quarter results, which beat very, very low Wall Street expectations.

As MediaMemo reported:

After factoring out one-time charges, AOL posted earnings of 71 cents per share on revenue of $810 million. Wall Street expected earnings of either 62 cents or 66 cents per share, depending on who you ask, on revenue of around $766 million.

And while advertising revenue was lousy, it wasn’t as bad as Wall Street had expected–it dropped eight percent, and analysts had assumed it would show a double-digit decline. Subscription revenue, which still drives the company, though, dropped more quickly than analysts assumed, down 28 percent.

5:39 am PT: I jumped on the call a few minutes late, since AOL’s fancy system for listening to the call using a Webcast would not play in Apple’s (AAPL) Safari browser. Or else I am an idiot.

In any case, Firefox worked and we pressed on!

When I finally got on the call, it was perfect timing, since CFO Arthur Minson was delivering the results in a deeply glum manner, but with a very nice New York accent. It could have also been a Boston accent.

It was definitely a glum accent! “To be clear,” said Minson, AOL’s model “was not working.”

Well, it was nice to hear the obvious!

Minson continued to smack AOL around for quite a bit, which is a good strategy–to drop expectations in order to raise the company’s prospects with Wall Street later.

But the team led by CEO Tim Armstrong was on it! It has cut employees and other costs! It has decided to dump businesses that aren’t working! It has even cutting coupons, metaphorically speaking! This was serious beeswax, people!

5:52 am: Armstrong came back to answer questions from the analysts gathered.

He’s all about the content and how it will bring in the audience to sell advertising to.

The next question: Others have tried this niche content strategy and failed. Why was Armstrong different? Also, can AOL control its search destiny?

Armstrong begged to differ on calling AOL’s content strategies “niche.” Engadget is HUGE!

“It’s a scale that…advertisers find very attractive,” he said. “It works for consumers, it works for advertisers.”

As to search engine ranking? Search is not the only game in town, said the man who made his fortune as an exec at search giant Google (GOOG).

There are other fish in the sea, said Armstrong, such as Facebook and Twitter. “Our strategy on distribution is not relying on search,” he added. “Fragmentation is our friend.”

The next question: How’s AOL on display advertising compared with others?

What else was he going to say? Great, natch! Lots of low-hanging fruit (whatever that means!).

“Advertisers tend to vote where momentum is,” said Armstrong. “AOL is the company people are used to kicking around.”

No longer! The 98-pound weakling is now 99 pounds!

6:08 am: Another question on how AOL is improving itself. No more obsession with page views! No more tricks, like too many slideshows.

“As a net takeaway, the company is getting healthier, although you may see bumps,” said Armstrong.

It sounds painful!

More questions about fixing what’s broke.

And then, finally, a different one on what AOL is going to do around products and what it is planning on acquiring to help it do so, as well as what’s up with its search deal, which is up for renewal soon.

“We’re bringing product mentality back into the company,” said Armstrong, continuing to bash the previous administration about its overspending and lack of innovation.

Apparently, AOL is also done with “Hail Mary” acquisitions.

As to the search deal, Armstrong said AOL likes Google, but it is not making any commitments!

Also: “If you’re looking at this deal to squeeze out extra pennies,” look elsewhere, said Armstrong, who uses the word “partner,” which could also translate to “Microsoft” (MSFT).

What about making capital expenditures? We’re comfortable, said Minson. And no more short-term thinking!

More bashing of the past, which was getting a little tiresome.

6:22 am: What about divestitures?

Minson noted that he could not comment, but took a long time doing so.

A question about brand advertising and whether it is in good shape.

Yes, said Armstrong, but what else was he going to say again, since AOL sells brand advertising?

Last question: What is the key driver of margins at AOL going forward? As in: What the heck is going to get this baby humming and not sputtering?

“I think it comes down to user engagement,” said Armstrong about brand advertising.

To wrap up, after a decade of quiet, concluded Armstrong, who also underscored that the management team is more interested in execution than pleasing investors: “We’re live.”

Apparently, reports of AOL’s death are greatly exaggerated.

UPDATE: I got to chat with Armstrong for a bit after the call and he reiterated his essential talking points, including the need for execution, the importance of running AOL for the long term, and how he thinks Wall Street has patience for the company.

“AOL had a premise of making decisions for next week,” he said. “We are now stringently focused on the user.”

Obviously, Armstrong added, there will be focus on expanding AOL’s ad business. “That expansion is strong and continuing,” he said.

But there were no in-place strictures he called “guardrails.” And anything not in the guardrails? Off the road!

As to investor patience? “My guess is that we have multiple years,” said Armstrong.

Microsoft CFO Chris Liddell (pictured here) is leaving the software giant at the end of the year and will be replaced by longtime Microsoft finance exec Peter Klein.

A Microsoft (MSFT) spokesman said Liddell wants to pursue jobs beyond his finance role outside the company.

Liddell, 51, arrived at Microsoft in 2005 and many of his years at the company have been tough ones financially due to the weak economy. It was up to Liddell to deliver the bad news at quarterly earnings calls.

Still, BoomTown always enjoyed his adorkable New Zealand accent, even when he was talking econalypse 24/7, as well as about layoffs and cost cutting.

One post from last spring, for example, was titled: “Glum Chris at the Recessiondome.”

Klein (pictured here), 47, has been at Microsoft since early 2002 and currently serves as CFO of its Business Division, which is one of the company’s largest units.

Here is the official press release:

For Release 2 p.m. PST

Nov. 24, 2009

Microsoft Announces Chief Financial Officer Transition

Chris Liddell to leave Microsoft Dec. 31; Peter Klein assuming CFO role.

REDMOND, Wash.–Nov. 24, 2009–Microsoft Corp. today announced that Chris Liddell will be leaving the company at the end of 2009, and named Peter Klein as the company’s new chief financial officer.

“Chris and his finance team have accomplished a great deal over the past four and a half years. The team is deep and strong, and has an excellent record of building value for our shareholders,” said Steve Ballmer, Microsoft chief executive officer. “Peter brings great finance and operations expertise and a deep understanding of the company, and I am looking forward to a smooth transition that continues our commitment to cost containment and finance excellence.”

In the past fiscal year, Microsoft reduced costs by $3 billion compared with its original plan, and returned $14 billion to shareholders through dividends and stock buy-back.

Klein, 47, joined Microsoft in February 2002 and currently serves as CFO of Microsoft’s Business Division, overseeing all financial strategy, management and reporting for the $18.9 billion business with 7,800 full-time employees. Previously, Klein served three years as CFO of Microsoft’s Server and Tools Business.

“My time at Microsoft has been an outstanding experience, and I am delighted to be leaving the company in such great shape,” Liddell said. “We have built a world-class finance team and established strong internal accountability. Microsoft is coming out of the economic downturn with not only great product momentum but also strong discipline around costs and a focus on driving shareholder value.”

Liddell, 51, joined Microsoft in May 2005 after serving as CFO at International Paper Co., and chief executive officer of Carter Holt Harvey Ltd., then New Zealand’s second-largest listed company. He said he is looking at a number of opportunities that will expand his career beyond being a CFO.

Liddell will continue at Microsoft working closely with Klein through Dec. 31, to ensure a smooth transition.

Before joining Microsoft, Klein spent 13 years in corporate finance, primarily in the communications and technology sectors: McCaw Cellular Communications; Orca Bay Capital, a private equity firm; and several startups, including HomeGrocer.com, where as vice president and treasurer he helped lead an IPO and subsequent acquisition by Webvan.

“I’m honored to take on the role of Microsoft CFO. I’ve learned a lot working with Chris, and I’m excited about the opportunities ahead for Microsoft,” said Klein. “We have an incredible pipeline of products, we have strong financial and operational accountability, and we are well-positioned for growth as the economy recovers.”

Klein holds a bachelor’s degree from Yale University and an MBA from the University of Washington. Outside of work, he is an avid sports fan and serves on the board of NPower Seattle, a nonprofit organization dedicated to enhancing the effectiveness of nonprofit service providers through technology. He and his wife have two sons.