What CFOs Really Want to Know (But Don’t Always Ask)

Stay Sharp. Welcome to Executive Edge.

You know the saying: if you have a question, chances are someone else is wondering the same thing. Sometimes, it just takes one person to get the ball rolling. 

We’ve made things easier for you by answering the top questions we’ve received over the past year and compiling them into this special edition of Executive Edge.

This week, we’re diving into the questions CFOs and finance leaders are asking—or should be asking—to stay ahead of their competitors and gain an executive edge. We’ll give you actionable, comprehensive, exclusive insights into the challenges and opportunities shaping the Finance & Accounting industry in 2025. 

Here are all the things CFOs really want to know about the tech-driven, multi-faceted, exceptional business world around them.

Key Takeaways

• Finance leaders are increasingly tasked with balancing traditional responsibilities and strategic advisory roles.
• Technology adoption is critical, with AI and data analytics reshaping decision-making processes.
• Talent acquisition and retention strategies are evolving to meet generational shifts and hybrid work demands.
• CFOs must prepare for economic uncertainty while driving innovation and growth.

Biggest Pain Points for Finance Executives in 2025

66% of CFOs say their responsibilities now encompass operational strategy alongside financial oversight.

Modern CFOs are juggling more than ever. Gone are the days when their job was singularly numbers and reports. Today’s finance leaders need to be strategic advisors, operational problem-solvers, and technology champions, all while keeping the financial engine running smoothly.

These challenges are daily realities for finance leaders. The key is prioritization and adaptability.

How can I effectively balance my role as a strategic advisor with the day-to-day financial responsibilities of a CFO?

• Focus on becoming a strategic partner to the CEO and other C-Suite members, driving business growth beyond traditional financial management
• Leverage technology and data analytics to automate routine tasks, allowing more time for strategic activities
• Develop cross-functional expertise to better collaborate with other departments

How can we address the growing skills gap in our finance team?

• Invest in learning & development programs to bridge the skills gap
• Focus on attracting tech-savvy accounting professionals for more strategic roles
• Implement robust succession planning and leadership development programs

What are some practical ways to foster a culture of innovation within a traditionally conservative finance department?

• Encourage finance leaders to act as strategic advisors to the business
• Promote the use of AI and automation for routine tasks
• Emphasize the importance of data analytics in driving business insights

What strategies can we employ to compete for top finance talent against larger, more established companies?

• Offer competitive compensation packages
• Provide equity stakes and long-term incentive plans
• Offer career development opportunities and challenging projects
• Embrace flexible hybrid working models

How can we prepare our finance department to effectively support potential M&A activities in the coming years?

• Develop expertise in preparing companies for sale or public offerings
• Gain experience in navigating mergers and acquisitions processes
• Focus on implementing strategies for rapid growth and value creation

The bottom line for your bottom line? 

CFOs who embrace the challenges around them are the ones who will, ultimately, be more successful. Whether a more profitable company is your goal or you have your sights set on a new role with a bigger company, the facts are the facts.

Lean into your biggest challenges, then take action to solve them.

How CFOs Can Achieve Their Goals and Objectives

43% of finance leaders say establishing finance as a partner to the business is one of the top priorities.

If your tenure as a finance leader isn’t showing upticks on the charts, your job is in jeopardy. While fulfilling an executive role involves many elements, ultimately, it’s the numbers that matter. The C-Suite has KPIs to meet and promises to keep, just like every other employee.

Here are some of the top things on a CFO’s mind today when thinking about how to raise the stakes on the numbers they’re putting up.

As a CFO preparing my company for a potential sale, what are the key metrics I should be prioritizing?

• Focus on metrics that demonstrate value creation and rapid growth
• Prioritize data that showcases the company’s readiness for sale or public offering
• Emphasize metrics that highlight the company’s potential for future growth and profitability

What steps should we be taking now to develop cross-functional expertise within our finance team?

• Encourage finance leaders to spend significant time meeting with line-of-business managers
• Take a leading role in driving digital transformation initiatives
• Develop proficiency in implementing and integrating financial systems across departments

What strategies should we be considering to balance the need for innovation with regulatory compliance in 2025?

• Strengthen financial reporting and compliance processes to meet public company standards
• Leverage technology to improve efficiency and decision-making processes
• Develop proficiency in implementing and integrating financial systems across departments

How can I develop my communication skills to better translate complex financial information for non-finance stakeholders?

• Focus on relating financial data to overall business objectives and strategies
• Use data visualization tools to present complex information in an easily digestible format
• Practice translating financial concepts for non-finance audiences regularly

A finance leader who consistently transcends expectations and elevates the company to higher levels can expect to be rewarded by their company, in more ways than with their paycheck. The prestige and reputation that come with doing the job well will carry over into a CFO’s personal brand and the company’s public confidence.

Technology and Digital Enhancement Strategies

AI is expected to save the financial sector $1 trillion by 2030.

No one needs persuading anymore about the benefits of digital adaptation and AI-powered enhancement. The dye is cast, and it’s changing the color of the business landscape. 

A modern CFO should be involved in making the technology decisions that will directly impact not just their own department but the entire company’s strategic direction. Priority should be given to tools that streamline operations, enhance decision-making, and serve the bottom line.

This integration of AI into finance not only signifies a transformative shift in how financial operations are conducted but also underscores the critical importance of technological innovation in sustaining competitive advantage and driving significant economic gains in the digital age.

What specific technologies should I prioritize to stay at the forefront of financial leadership?

• Advanced data analytics and visualization tools (e.g., Power BI, Tableau)
• AI and machine learning for financial insights and forecasting
• Blockchain and cryptocurrency technologies
• Cybersecurity tools for financial data protection

How can we leverage AI and automation in our finance department without causing job insecurity among our team?

• Start by automating routine financial tasks
• Implement AI tools for more precise forecasts and market movement predictions
• Focus on AI applications that can save time and improve accuracy in financial operations

How can I better align our financial strategies with our company’s overall digital transformation efforts?

• Take a leading role in driving digital transformation initiatives
• Develop proficiency in implementing and integrating financial systems across departments
• Focus on leveraging technology to improve efficiency and decision-making processes

How can we improve our cybersecurity measures to protect sensitive financial data without impeding workflow?

• Implement cybersecurity tools for financial data protection
• Focus on managing financial data protection and risk management in the digital age
• Ensure operational authority to enforce standards of integrity company-wide

What strategies can we use to assess a candidate’s ability to drive digital transformation initiatives?

• Focus on candidates with experience in implementing and integrating financial systems across departments
• Look for proficiency in advanced data analytics and visualization tools like Power BI and Tableau
• Assess experience in leveraging AI and machine learning for financial insights and forecasting

Ultimately, the goal is a proactive strategy to market competitiveness, fueled by technological insights. Reactive strategies to changing market conditions will fail, as will the CFOs who champion them.

What’s Next for CFOs?

Data-driven companies are 23 times more likely to acquire customers than their competitors.

The only constant in the finance & accounting world today is: change. As time goes on, we will see how the role of a CFO continues to evolve.

It’s clear that finance leaders today need more than just technical skills—they need vision, adaptability, and a strategic mindset.

Transcend Search & Strategy specializes in connecting forward-thinking finance leaders with innovative companies. Our team provides strategic guidance throughout the entire search process, ensuring that the talent we deliver has the skills needed to help a company achieve its next level of success. 

We hope that this information has been helpful to you, and has answered some of the burning questions you’ve had on your mind about the state of our industry.

Still have questions? Visit the following pages on our website for more answers about where the role of the CFO is headed.

For even more detailed information, you can download our market report, “Finance & Accounting Trends Shaping the 2025 C-Suite” on our website.

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