1. How should CFOs build a future-ready finance function? 

Kristen: Most people hear “future-ready finance” and immediately think systems or automation. In most cases, that is not the real issue. The gap is that many finance teams are still built to report on what has already happened, while leadership teams need help understanding what will happen next.

The strongest teams we see are much more forward-looking. They are involved in planning, sit alongside operating teams, and provide leadership with real-time visibility into the business. That is the real shift- finance moving from a reporting function to an operating partner.

Where we tend to challenge CFOs is around sequencing. There is often a push to invest in systems first, but if the team is not built the right way, the technology does not solve the problem.

2. How should CFOs think about balancing investments in technology versus talent when transforming their finance function? 

Kristen: We recently worked with a client facing that exact situation. They had an outdated Enterprise Resource Planning (ERP) system that needed upgrading, but the bigger issue was the team itself. It was highly tenured, and a large portion of the group was expected to retire within a short window. The real transition was not just a system upgrade; it was a talent reset.

The next generation of hires needed a very different skill set, particularly around technology, data, and forward-looking analysis. That is where the focus needed to be first.

What we often see in these situations is companies investing heavily in new systems but not upgrading their teams to use them. The result is that the tools are in place, but the team is still operating the same way, and the impact is limited.

The companies that get this right start with talent, bringing in people who are commercially minded, comfortable with technology, and able to operate in a more forward-looking environment. Then they invest in the tools to scale that capability.

3. What separates candidates who successfully reach the CFO seat from those who stall along the way?

At this level, technical ability is assumed. It is not what gets someone into a CFO seat. The difference usually lies in how well someone understands the business and how effectively they can operate at the leadership level.

The strongest candidates can talk about growth, margins, and strategy, not just financials. They can sit with a CEO or the board and help shape decisions, not just report numbers. Communication plays a big role in that. Being able to take complex information and make it clear and actionable is a major differentiator.

The people who move up the fastest have usually have a breadth of experience beyond a narrow focus. They have had exposure to FP&A, M&A, capital raising, or have worked closely with commercial teams. One of the more common gaps we see is leaders who have stayed heavily in accounting. That background is important, but without broader exposure to the business, it can limit progression.

4. How do you know when a company has outgrown its current finance leadership? 

Kristen: We see this play out in real situations. We worked with a client whose CFO was very effective at running a $50M business. The challenge was that the CEO was focused on scaling to $200M, a level that required a different set of capabilities.

They needed someone with experience in M&A, FP&A, and risk management, but just as importantly, someone who could operate as a strategic partner to the CEO, COO, and Head of Sales. The existing CFO was not underperforming but the role had outgrown the skill set. Once they made that change, the company was much better positioned to support its growth trajectory.

5. How are finance team structures evolving within high-growth companies?

Kristen: High-growth companies are moving away from traditional finance structures, but it is not always as structured as it sounds. There is a clear increase in investment in FP&A and strategic finance earlier in the lifecycle, driven by the need for forward-looking insight rather than backward-looking reporting.

At the same time, finance is becoming more embedded in the business. Instead of a centralized team, you see finance aligned with sales, operations, and product, enabling faster, more informed decision-making.

You also see companies keeping their core teams relatively lean and outsourcing more of the transactional or compliance-heavy work. What is driving all of this is speed and complexity. Leadership teams need to understand performance in real time, and they expect finance to help guide decisions, not just report on them.

6. When should companies start investing in strategic finance capabilities to support growth? 

Kristen: One pattern we see consistently is that companies that invest earlier in strategic finance capabilities tend to scale more smoothly. By the time gaps in planning, forecasting, or decision support become obvious, the business is often already under strain.

Building those capabilities earlier allows finance to keep pace with the business, rather than reacting to it.