This article is a contribution from our partner, Embat

In today’s ‘digital’ world, the role of the CFO extends far beyond the financial management of the company, taking on increasingly strategic functions, where active analytical management of data allows the CFO to obtain information that serves to ‘feed back’ into the innovation process and, in this way, drive the sustainable growth of the organisation.

This is how finance is interrelated in a direct way with business, therefore, with the company’s strategy, where the CFO is in charge of driving growth inside the organisation, identifying opportunities, as well as anticipating the challenges that lie ahead. 

Technology as an ally of the CFO 

The evolution of the role can not be explained without considering the technological advances, where a good use of the different existing solutions, combined with their knowledge of the business and its associated risks, incorporates a differential factor to their figure, which is still what distinguishes it from the other areas of the company. 

We can say that technology remains their greatest ‘ally’, and even more so if we refer to data analytics management that allows them to identify trends, opportunities and business risks, that otherwise would be very difficult to detect.

Process optimisation and savings

The same applies to the possibility of recognising inefficient tasks or processes and thus achieving potential cost and time savings, which, by the way, goes beyond the scope of the financial area and reaches all areas of the organisation.

In this way, the ability to convert huge volumes of data into valuable insights for the organisation, it facilitates and allows better decision making and even more so when we it comes to strategic issues. 

Thus, the adoption of new technologies, not only improves any type of forecasting, but also it optimises the work, positioning the organisations before a sustainable growth over time.

Business transformation and innovation culture

It is worth noting that for a true business transformation to take place, incorporating new technologies is a necessary but not sufficient condition, as what is important is that they are aligned with the company’s strategic objectives.

But we should not only consider the technological aspect, because one of the principal functions of the CFO, is still creating a cultural organisation that promotes innovation and creativity. 

In this context, a treasury management platform allows the CFO to make decisions with a better understanding of the company’s real financial capacity. It is not just a matter of automating, but of having a solid base of information – structured, updated and accessible – to help them assess whether an initiative can be sustained over time, how it aligns with liquidity forecasts and what implications it has on the rest of the financial structure. Thus, cash management ceases to be an isolated exercise and becomes a natural part of the strategic decision-making process linked to innovation.

At the same time, its functions include managing the risk associated with each of the innovation projects to be carried out, enhancing their return, as well as mitigating the occurrence of possible losses.

Adaptation to change and sustainable value creation

This new reality implies for the CFO the incorporation of new knowledge, where it is no longer necessary to know ‘a lot of little’ (finance), but rather ‘a little of a lot’, which requires them to be aware of the latest technological trends, in order to be able to take advantage of those solutions that improve efficiency in the organisation, as well as decision-making.

Effectively combining innovation with strategic technology solutions has therefore become a key function of the CFO, where their expertise becomes relevant in the decisions to be taken in today’s rapidly changing business environment.

This is why it must be prepared to adjust plans quickly to changes as they occur, where the capacity of pivoting strategically in the face of a new ‘road map’ requires vision, precise information and the capacity to adopt new decisions without the loss of time.

In short, efficient data analytics management can drive innovation and thus improve the organisation’s strategic decision-making, enabling the CFO to ‘transform’ their function from a traditionally reactive perspective to a fully proactive one, focused on creating sustainable value over time.

Also Read

• The art and science of building a financial team
• How to Balance Financial Risk with Growth
• API-Driven Treasury: How to integrate your TMS with ERPs and Banks
• The role of automation in the month-end close
• Financial planning for changing economic cycles

Join our Treasury Community

Treasury Masterminds is a community of professionals working in treasury management or those interested in learning more about various topics related to treasury management, including cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click the button below.

This article is a contribution from our partner, Embat

Accounting with the best financial team is a critical factor of success for any business, so nothing is more important for the CFO than surrounding themselves with the right people, this is what will allow you to enhance your role and focus on value generation from a much more strategic than operational perspective. 

Traditionally, the financial domain was characterised by the mastery and application of a series of technical knowledge, which when well used not only allows one to ‘explain the past’, but also to generate reliable information for business decision making thus minimising the risk of errors.

Cultural revolution and technology in finance

It is the advance of technology itself, which has allowed them to redefine their role, following the same line of evolution as that of the CFO themselves, that is, towards a vision much more focused on the company’s business and strategy and not merely focused on explaining what has happened and on regulatory compliance.

This reconversion of the area requires the need for professional profiles that not only have a solid “technical” knowledge, but also have the necessary skills to take advantage of the benefits offered by the new technologies available.

It is above all a change in the culture of the area that must accompany and support the evolution of the business itself, adopting new ways of working, based on collaboration, experimentation and continuous learning, while at the same time requiring a rethinking of the operating model, including the automation of tasks and the redefinition of internal processes.

Combining analytical rigor with business intuition, technical precision with the flexibility to adapt to changes in the environment, is essential when it comes to building a financial team, where technical expertise becomes a necessary (and mandatory), but not sufficient, skill.

It is therefore necessary for financial professionals to have a broader understanding of the business they manage, in order to be able to adapt as quickly as possible to changes, which are becoming faster and faster.

The evolution of the CFO in today’s business strategy

Discover the evolution of the CFO and their relevance in today’s business landscape.

Communication and skills in the team

Being able to translate and being able to communicate complex information in such a way that it can be used for decision making by the rest of the organisation, which generally speaks a different ‘language’ and does not usually have the same technical knowledge, requires the development and good application of what are defined as ‘soft skills’.

Empathy, proactive attitude, autonomy, thinking critically about how things are done, adapting to new scenarios, interacting with interdepartmental teams, are critical and essential skills that any finance team must have in order to turn data into analysis, business opportunities into results and strategy into profitability for the company. 

This is where the CFO takes on a central role, in the sense of being able to integrate the different skills of the financial team, identifying both their strengths and weaknesses, thus ensuring that all members of the team work towards the same common goal.

Diversity and interdepartmental collaboration

Therefore, it becomes relevant to promote diversity within the financial team not only in terms of the incorporation of people with different professional experiences, but also with other ways of thinking and approach, in order to encourage the generation of innovative ideas that can become creative solutions to the problems that arise. 

A diverse finance team can also be better prepared to meet the challenges of a globalized marketplace. Companies operating in multiple countries need teams that understand the particularities of each region, both from a technical and cultural perspective.

On the other hand, it is necessary to promote a culture of open and ‘bidirectional’ communication between the CFO and the members of their team, where the contributions of each one of them are valued, something that is relevant to strengthen the group and thus tend to achieve the proposed objectives.

Knowledge integration and value strategy

Trust is another essential requirement for building a cohesive team, especially when confidential and strategic information must often be managed, which is why it is essential to guarantee its integrity. Likewise, it must be bidirectional, thus generating a climate of security that reinforces open communication, as well as the responsible assumption of risks and the ability to learn not only from the successes achieved, but also from the failures.

Thus, forming a financial team is a process that requires a certain “science” in the selection of the best talents with the necessary technical knowledge for the development of their functions, as well as the purest “art”, since it must be complemented with the ability to adapt, innovate and collaborate closely with other areas of the company.

In this way, a balanced integration between art and science is what really determines the difference between a financial team that is oriented to the administration of resources, and another that is dedicated to the generation of value through continuous improvement.

Also Read

• Data + innovation + strategy, the challenge of the CFO
• How to Balance Financial Risk with Growth
• API-Driven Treasury: How to integrate your TMS with ERPs and Banks
• The role of automation in the month-end close
• Financial planning for changing economic cycles
• AI Lag in the Mid-Market: Stop Waiting for ‘Big AI’ and Start Automating Cash Management Now
• Visibility and Governance: How to Prove Compliance When AI Decides
• How Companies Can Lose Tens of Millions Without Being “Cash Constrained”
• FinTech Interview with Theo Wasserberg, Head of UK&I at Embat

Join our Treasury Community

Treasury Masterminds is a community of professionals working in treasury management or those interested in learning more about various topics related to treasury management, including cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click the button below.

This article is a contribution from our partner, Embat

In a business environment marked by volatility and uncertainty, the CFO plays a crucial role in comprehensive risk management, tasked with mitigating risks while also supporting—and even driving—the organisation’s growth.

It remains a clear example of how the CFO’s role has evolved into increasingly strategic functions, making it critical to find the level of “balance” that best suits the company’s needs and capabilities, always ensuring stability alongside growth opportunities.

This is a dynamic balance that, due to constantly changing variables, requires continual “recalibration” over time, demanding vision, planning and efficient resource management from the CFO.

They hold a significant advantage in their close understanding of the business, which enables them to identify synergies across different areas to align goals (beyond purely financial ones) with the company’s overall strategy.

Expanding the scope of risk management

While financial risk management has historically been an area of natural leadership for the CFO, the scope of their role has expanded to include any risk that might significantly impact the company.

This shift has changed perceptions of the CFO: from the traditional figure often seen as the one saying “no” to new projects due to their cost, to someone who must now act as a “facilitator”, always looking for ways to make growth initiatives viable.

Therefore, the main challenge is to find the optimal point between prudent, reasonable risk management and the necessary ambition to drive business development.

If the balance tips too far toward the “safe zone,” the company risks missing important new business opportunities. The same is true in the other direction: leaning too far toward risk can threaten the company’s stability and continuity.

The CFO’s responsibility for sustainable growth

Accordingly, it is the CFO’s role to balance profitability with the organisation’s long-term survival, enabling the company to seize opportunities while avoiding risk levels that could jeopardise its continuity.

Driving growth without compromising stability requires making strategic decisions based on data analysis and risk assessment, always aligned with long-term objectives.

This reality demands the development of new competencies that go beyond traditional financial expertise—such as strategic thinking—so the CFO can work alongside the CEO to lead the company’s growth.

An equally important aspect is managing multidisciplinary teams across different areas of the organisation to implement initiatives that balance assumed risk with sustainable growth.

Leadership, ESG alignment and long-term success

Another key point is aligning ESG (Environmental, Social and Governance) factors, not only from a financial perspective but as part of overall business strategy.

The goal is to provide leadership that drives the transition toward a more sustainable organisation, reducing its environmental impact.

Ultimately, the CFO has become the architect responsible for balancing prudence in risk management with the ambition required to drive growth.

Their ability to navigate this delicate and constantly changing balance will determine the organisation’s long-term success and sustainability, making this skill a critical part of the CFO’s role.

Also Read

• The art and science of building a financial team
• API-Driven Treasury: How to integrate your TMS with ERPs and Banks
• The role of automation in the month-end close
• Financial planning for changing economic cycles
• AI Lag in the Mid-Market: Stop Waiting for ‘Big AI’ and Start Automating Cash Management Now
• Visibility and Governance: How to Prove Compliance When AI Decides
• How Companies Can Lose Tens of Millions Without Being “Cash Constrained”
• FinTech Interview with Theo Wasserberg, Head of UK&I at Embat

Join our Treasury Community

Treasury Masterminds is a community of professionals working in treasury management or those interested in learning more about various topics related to treasury management, including cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click the button below.