CFO Strategic Responsibilities

HR: Employees are leaving jobs. CFO: Do we have data on why they’re leaving? HR: Yes. 70% of our turnover is tied to unmet needs like growth, recognition, and flexibility. CEO: But how much does it actually cost us when they leave? HR: Each lost employee costs 1.5x their salary to replace, not to mention the productivity gap. CEO: We need to reduce spending. We can't spend on engagement programs. CFO: What’s the impact of these engagement programs on retention? HR: Programs focused on growth and recognition have reduced turnover by 25%, saving us $3M annually. CEO: Are there other benefits to meeting employee needs? HR: Absolutely. Employees who feel valued are 30% more productive and report higher satisfaction. CFO: What about profitability? CHRO: Engaged teams generate 21% higher profitability. It’s not just about keeping them. It’s about keeping them productive and motivated. CEO: So cutting back on programs that meet employee needs could cost us more? CFO: The data shows there’s a significant financial impact. HR: Meeting employee needs isn’t just an expense. It’s an investment in retention, productivity, and profit. The lesson? Employees quit when their needs go unmet, whether it’s for growth, recognition, or flexibility. Invest in your employees.

I bombed my first CFO presentation. Badly. If only I’d had AI then. This was early in my career at a startup. I walked into the boardroom with slides full of "user engagement improvements" and "enhanced brand awareness metrics." The CFO looked at me like I'd just presented my grocery list. "What's the payback period?" she asked, cutting straight to it. I stammered something about "long-term value creation." "How much revenue does this generate?" "Well, it's more about building relationships..." I trailed off. She closed her laptop. Meeting over. As I belatedly learned, I'd been speaking marketer to someone who thinks in dollars and cents. So I learned to speak CFO. Best career move I ever made. CFOs don't hate spending money. They hate uncertain outcomes. They think in three key buckets: - What does this replace? (Cost displacement) - What does this generate? (Revenue impact) - What does this prevent? (Risk mitigation) They need numbers, not narratives. "Improves productivity" means nothing to them. "Saves 90 minutes daily per sales rep, enabling 2.3 additional prospect calls, generating $47,000 additional pipeline per rep annually" - that gets their attention. They tend to prefer conservative, realistic scenarios, so skip the hype. Instead of "This will transform your business," try "Worst case, you break even in 8 months. Likely case, 40% ROI by month 12." Want to practice CFO-speak? AI is a big help. Try this: 1) The Translation Exercise: Take your current pitch. Rewrite every benefit as a financial metric. Use ChatGPT with a prompt like: "Turn this marketing benefit into a CFO-friendly financial outcome." 2) The Skeptic Drill: Ask Anthropic’s Claude to roleplay as a cost-conscious CFO. Practice until you can confidently answer "What if this doesn't work?" without sweating (or swearing 😁.) 3) The Benchmark Hunt: Use Perplexity or Microsoft Copilot to dig up industry financial data. CFOs trust peer comparisons far more than vendor promises. A product manager tried this last month. He went from "AI-powered efficiency gains" to "Reduces manual processing costs by $180,000 annually while preventing compliance risks worth $2M in potential fines." His CFO approved the budget in 20 minutes. Learning this changed my entire career. Suddenly, every marketing campaign had a clear business case. Every creative idea came with financial justification. Stop speaking features. Start speaking finance. Your CFO will become your biggest advocate. #B2BMarketing #ProductMarketing #MarketingStrategy #AI

Most CMOs present a #brand tracking study to the CFO as part of the annual budget process. (Many share tracking data more often, but that’s another post.) The CMO believes the brand health metrics support investment in brand building. 🛑 HOWEVER, investments don’t get approved because they’re good for the brand; they get approved because they’re seen as good for the business. What creates brand value isn’t necessarily what matters. It’s what the CFO understands. And time and time again, I've seen a huge disconnect. So, what’s the solution? 📊 Brand Statement > 💰CFO Translation. Marketing needs to translate brand tracking results into something finance can understand. 💡 Looking for an AI tool to assist, I tried the Brand Health Translation GPT. This GPT doesn’t land on a perfect fix, but it does offer a way to restate CMO speak in CFO speak. Here are four statements I began to "translate" with the GPT. 📊 Brand Statement: “Consideration decreased by 5%.” 💰 CFO Translation: There is a risk to future revenue projections. 📊 Brand Statement: “Share of voice has dropped below competitors in key markets.” 💰 CFO Translation: We're being outspent or outperformed in visibility, which may lead to a decline in market share and sales momentum. 📊 Brand Statement: “Brand favorability has declined among Gen Z.” 💰 CFO Translation: We're at risk of losing relevance with a key growth demographic, which could erode long-term revenue potential. 📊 Brand Statement: “Our unaided awareness in the UK is on average 20 percent lower than that of our top three competitors." 💰 CFO Translation: We're underperforming in brand visibility in the UK, which puts us at a disadvantage in capturing market share and future revenue in that region. (⬇️ My first comment includes the link to “A Guide to Getting Brand Budget” from Tracksuit, along with the link to the GPT.) Let me know what you think. How do you translate marketing speak to finance speak? #AI #GPT #marketing

When I became CFO, I learned the hardest part wasn't the numbers – it was working with the CEO. After 3 roles and countless "therapy sessions" with other CFOs, here's what I wish I'd known sooner: The real challenge? Navigating the push and pull between a CEO's vision and a CFO's reality. It wasn't about cash flow, forecasting, or board prep. It was about partnership. After 3x CFO roles, here’s what I’ve learned: 1. Turn "No" into "Here’s how" Instead of shutting down ideas with a hard “no,” reframe the conversation. Instead of "No budget": "We could phase this over 2 quarters" Instead of "Too risky": "Let's test this in one market first" Instead of "Not now": "Here's what we need to see first" Avoid becoming the “no” department. Show what’s possible, the risks involved, and what needs to happen to make it work. 2. Recognize the “delicate dance” A CEO’s job is to push. A CFO’s job is to pull them back — without killing momentum. Don't avoid this tension. Embrace it. 3. Speak CEO (not Spreadsheet) I once gave a 30-minute presentation on variance analysis. The CEO's eyes glazed over in 2 minutes. Now I lead with: -Impact on growth metrics -Risk to cash runway -Effect on key strategic initiatives Save the detailed analysis for the appendix. 4. Pick your battles (and fight the right ones) Not every budget debate is worth a fight.  Focus on the big swings that impact long-term success, not minor spending debates. Don’t let minor things become migraines. **What’s your biggest learning from working with a CEO?**

As sustainability becomes a more critical element of the CFO’s agenda, transforming how we approach growth and risk management is top of mind for the finance function. #CFOs are in the position to lead the charge. Here's what they can do:  - Transparent reporting: With new regulations on the horizon, transparent sustainability reporting is essential. CFOs are uniquely positioned to align these efforts with corporate strategy, supporting compliance and building trust with stakeholders.  - Strategic integration: By embedding sustainability into long-term planning, CFOs can drive growth and enhance financial performance. This approach helps mitigate risks and opens new opportunities for innovation and market leadership.  - Organizational engagement: Success in #sustainability requires company-wide buy-in. CFOs play a pivotal role in uniting the organization, from the boardroom to the factory floor, to embrace sustainable practices and drive meaningful change.  - Capitalizing on opportunities: Viewing sustainability as an opportunity rather than a cost can lead to new revenue streams and competitive advantages. Investing in sustainable technologies and processes can position companies as leaders in the low-carbon economy.  Our #PwCSustainability team is leading the way. We’re helping organizations find value and resilience through sustainability strategy—and I’m honored to be a part of it. https://lnkd.in/eQXxbSVp

🔴 CFOs, are you the PE Firm’s Secret Weapon? Here’s the truth: A CFO who knows more than the CEO about the business isn’t just valuable — they’re irreplaceable. I’m talking about the CFO who sees the whole chessboard: - Financials — what’s buried in the numbers no one else notices. - Operations — they know where inefficiencies are dragging down profit. - People — they can tell you who the real MVPs are, and who’s coasting. - Customers — they know which ones are making the company money, and which are just noise. - Competitors — they see the moves being made before they’re on the radar. - Private Equity Expectations — they know the growth playbook, the exit strategy, and how to hit investor targets. - Technology & Innovation — they understand what’s hype vs. what actually drives ROI and competitive advantage. - Culture & Leadership — they shape the company’s DNA and drive execution through people. When a CFO understands all this, they’re not just a finance leader—they’re the PE firm’s secret weapon. A CFO doesn’t just protect EBITDA. A great CFO engineers a company that scales, executes, and exits at the highest possible valuation. CFO as the architect of long-term value creation. 🔹 They don’t just fix problems—they engineer winning playbooks. 🔹 They shape the investment thesis by driving profitable growth. Here’s a Real Example: Private equity firm buys a company. Big plans. High expectations. The CEO is focused on growth—expansion, acquisitions, new markets. The PE firm wants results—EBITDA growth, cost synergies, and a clear exit path. The CFO? They’re the only one who sees both sides of the game. One deal nearly went through—looked perfect on paper. Revenue upside. Expansion potential. Everyone’s excited. CFO digs in. Finds the issue. The target company’s margins are inflated. Hidden churn problem. Too many one time revenue events that masked issues. Cost to serve was 3x higher than anyone realized. If the deal had closed, the PE firm would have overpaid massively. That’s the difference between a CFO who knows just the numbers and a CFO who knows the whole business, the PE strategy, and the investor mindset. This is the CFO who: - Sees the future—and not just the rosy one. - Makes the hard calls—even when the CEO is charging full steam ahead. - Connects the dots—before anyone else realizes there’s a problem. - Delivers for PE investors—not just through reporting, but by steering the entire investment toward a successful exit. They’re not the ones with the spotlight, but they’re the ones making sure the company scales, wins, and exits strong. CEOs—find this CFO. PE Firms—bet on this CFO. CFOs—be this person. ♻️ Tag a CFO who’s already playing this game at a high level. 💬 CFOs—when’s the last time you saw something no one else did? Drop your story in the comments

Most owners don’t need “better books.” They need a better mirror. Your bookkeeper might be solid. Clean reconciliations. No glaring errors. But here’s the truth: that’s table stakes. What owners really need is someone to help them see their business clearly. → What’s really driving (or draining) cash? → Are price increases overdue or would they hurt the pipeline? → Can we afford to hire or is it just a seasonal bump? → What’s the ROI on a new location vs. doubling down where we are? These aren’t bookkeeping questions. They’re strategic ones. But without a clear financial model and a strategic partner who can walk you through it, you’re stuck guessing. Or worse, stuck trusting your gut when the stakes are too high. This is why so many businesses are turning to Fractional CFOs. They need to know more than what just happened. They need help deciding what happens next.

The path to becoming the CFO of one of the world’s leading telecommunications companies has been marked by challenges, learning, and enormous personal growth. I recently had the opportunity to reflect on my experience as a leader with Jack McCullough. We covered a lot of ground, from my personal journey of immigrating to America as a child, to my role as CFO, where I helped build the most talented team in the industry, and importantly, the strategic pivot AT&T has undergone over the last 4+ years.     Some of my most valuable lessons:     ⭐ Embrace Bold Decisions: Over the last four-plus years, we’ve been on a path to refocus the business on connectivity, which included divesting non-core assets, significantly reducing our debt, and cutting the dividend. All of these choices led us to where we are today- growing earnings, growing cash, and growing shareholder returns. Bold decisions, however challenging, are essential for long-term success.  ⭐ Build a World-Class Team: Building a strong team is foundational to the success of your business. A recurring theme in my career has been the importance of surrounding myself with the most talented, most inclusive team possible. This involves maintaining great networks, being an honest broker, and providing constructive feedback.   ⭐ Stay Curious: Throughout my career, I’ve sought opportunities to learn and grow. From a fellowship with the SEC, to earning my MBA at Columbia University, continuous learning has equipped me with the skills needed to navigate the evolving landscape of the finance industry. Encouraging a culture of learning within your teams can drive innovation and success – your colleagues have a lot to teach you!    Read more in Forbes:

A CFO's role touches every part of the business. While responsibilities shift based on company size and industry... here are the core areas every CFO needs to master: Strategic Planning & Forecasting → here you transform financial data into strategic decisions that guide company growth and protect against risks ✅ Review company's long-term strategic plan ✅ Ensure accurate financial forecasts with solid assumptions ✅ Assess risk management plans for market changes Investment & Capital Allocation → here you balance between investing in growth and maintaining financial stability, deciding where every dollar brings the most value ✅ Evaluate ROI for ongoing and planned projects ✅ Prioritize capital allocation based on strategic goals ✅ Stay involved in M&A activities Financial Reporting → here you ensure stakeholders get accurate, timely insights into company performance while maintaining reporting standards ✅ Verify monthly, quarterly, and annual statements ✅ Analyze KPIs against targets ✅ Monitor cash flow projections Team Management → here you build a finance department that combines technical excellence with strategic thinking, crucial for scaling operations ✅ Foster growth culture within team ✅ Ensure clear roles and succession plans ✅ Provide leadership training Budgeting → here you create frameworks that allow for growth while maintaining financial discipline, crucial for sustainable scaling ✅ Oversee annual budget development ✅ Implement cost control measures ✅ Compare actual vs budget performance Technology → here you modernize financial operations while ensuring security and efficiency, critical in today's digital environment ✅ Assess current tech stack effectiveness ✅ Implement automation processes ✅ Stay informed about emerging tech Compliance & Risk → here you protect the company through robust controls while navigating complex regulatory environments ✅ Ensure regulatory filings are current ✅ Review internal controls ✅ Stay updated on accounting standards Stakeholder Communication → here you translate complex financial data into clear insights that build trust and support decision-making ✅ Maintain transparent communication ✅ Present clear financial updates Cash Management → here you ensure not just survival but create opportunities for growth through smart cash deployment ✅ Optimize working capital cycles ✅ Manage banking relationships ✅ Plan for investment opportunities Crisis Management → here you prepare the company for uncertainties while ensuring business continuity in any scenario ✅ Develop business continuity plans ✅ Prepare for economic downturns ✅ Establish risk response strategies === That's my checklist for a CFO...these responsibilities keep expanding as businesses evolve What would you include? Share your thoughts in the comments below 👇

💡 75% of CFOs are now being asked to lead or co-lead data strategy. That stat came from a Gartner analyst Gabi Steele spoke with this month, and it represents a big shift. CFOs are no longer just financial stewards; They are shaping how businesses use AI and data to drive efficiency. On this week's episode of The Growth-Minded CFO Podcast, Gabi explained the order of operations for CFOs investing in AI. 📍 Step 1: Get your data house in order. What data actually matters? What doesn’t? Most companies are drowning in data they don’t need, which makes it harder to find insights that drive real business impact. 📍 Step 2: Automate manual workflows. It is not just about cutting costs or reducing headcount. It is about making sure your best people are working on the right problems. What if you could recover 75% of your analysts’ time to do thinking work instead of validation work? AI is not here to replace CFOs; It is here to amplify them. The biggest problems you had before AI are _still_ your biggest problems. The difference now is that you have better tools to solve them. >> How your finance team is thinking about AI adoption? Catch all of Gabi’s insights on this week’s episode of The Growth-Minded CFO Podcast by Upflow with my fabulous cohost Alex Louisy! I'll share the links in the comments, or search "The Growth-Minded CFO" on Apple, Spotify, or YouTube to hear the full discussion! ___ 👋 Hi, I’m Lauren. A 3x Founder-turned-CFO nerd who writes about building better companies. 🔔 Enjoy this content? FOLLOW for more! 📬 Want my newsletter? SUBSCRIBE (link in profile).