Beyond the Numbers – Empowering Finance for Strategic Impact

Guru Ramamurthy, CFO at Bayer Crop Science and Co-Chair of the New York CFO Community shared a powerful perspective: “In my CFO roles, I don't see myself as just the financial steward or business partner. I see myself as a strategic transformation leader.” 

This sentiment is increasingly echoed by CFOs across our communities. Today’s CFOs are moving beyond traditional financial leadership, embracing roles as dynamic, strategic leaders. However, this expansion of responsibility is posing challenges for many finance leaders according to Gartner’s The CFO Report. As the business landscape rapidly evolves, how can CFOs redefine their roles – and the finance function – to better support the future of their businesses?

Executives in the Gartner San Francisco CFO Community recently convened for a town hall to discuss how CFOs can elevate their influence, position themselves at the heart of strategic decision-making, and foster trust-based relationships across the organization. This collaborative session provided valuable insights into how CFOs are navigating this shift and delivering value that extends well beyond the numbers.

Vaibhav Sharma, CFO at GlobalLogic was the Governing Body Host for the program, and Matthew Reece, EVP & CFO at Webcor and Julie Underwood, CFO at CalSTRS helped facilitate the discussions. 

These are the key takeaways from the town hall:

1. The evolving role of finance as a strategic partner
   There is a growing expectation for finance teams to be proactive strategic partners, rather than simply supporting functions. As one CFO noted, “When you have a seat at the table, you have a holistic view, and your thoughts should be heard up front.”
   
   Finance’s unique vantage point allows leaders to champion innovation, drive change, and break down silos across the enterprise. In some cases, CFOs are taking on direct leadership of corporate strategy. One CFO who takes on this role described how meeting monthly with business leaders ensures alignment on key initiatives and has led to significant strides over the past 36 months.
2. A focus on building trust and strong relationships across the business
   CFOs emphasized the importance of cultivating strong relationships with other leaders, particularly between finance and operations. One finance leader noted that “once you have that trust, it’s easier to move things forward,” highlighting that listening, understanding challenges, and demonstrating support are essential for breaking down silos and minimizing conflict.
   
   Participants acknowledge that building these relationships takes time and effort, as CFOs work to understand diverse perspectives and business objectives. Many CFOs shared how they are enhancing transparency and responsiveness to business partners. Some examples include: treating internal stakeholders as “customers,” striving to say “yes” more often, and conducting roadshows to showcase the value of finance. As one CFO put it, “We are here, we are part of the team, and we can help when we’re brought into the conversation.”
3. Data governance and laying the foundation for innovation
   With AI top of mind for many, CFOs agreed that innovation is dependent on robust data fundamentals, with one CFO commenting, “AI needs to harness quality data.” Finance leaders recognize their unique position to champion data governance and quality, and many are revisiting foundational practices to ensure future innovation is built on solid ground. For example, a CFO in the insurance sector is prioritizing strengthening their data foundation so they can unlock the potential of vast amounts of unstructured data within their organization.

CFOs can continue this discussion with peers at an upcoming in-person community gathering. Existing community members can sign in to find events and register with one click. If you are new to Gartner C-level Communities, apply to join your local CFO community to connect with peers on critical priorities.
 

By CFOs, For CFOs®

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