What Makes a Great CFO: Collaboration Over Saying “No”
There is a popular belief that the CFO’s main job is to say “no”. It shows up in jokes, memes, and even leadership meetings. But in practice, this idea falls apart quickly. The best CFOs I have worked with, and the CFO I aim to be, approach the role in a completely different way. Their job is not to block the business. Their job is to understand it so well that they help the entire company move faster.
The CFO Is the Most Cross-Functional Leader
A CFO cannot be effective by staying buried inside finance. The role sits at a unique intersection that no one else in the company has access to.
A strong CFO understands:
• The financial reality
• The goals and constraints of each department
• The priorities and vision of the CEO
• The expectations of the board
• The progress of key initiatives
• The risks that only show up in the numbers
When you combine all of this, you get a view of the business that is broader and more grounded than what any one team sees. That is why the CFO can catch issues early, spot opportunities others miss, and help align the entire company around what actually matters.
Trust Is What Unlocks Real Insight
For a CFO to be truly strategic, teams need to trust them. If people think finance is only there to deny requests, they will avoid sharing information. They will hide problems. They will wait too long to loop you in.
But when they see the CFO as someone who helps them succeed, everything changes.
One of the best signs this is working is when people come to you first. Great CFOs become the person teams call when they’re stuck. Sales reps, CSMs, and even product folks know they can reach out and you’ll help them find a path forward. Not by bending rules, but by understanding the full picture and finding a solution that works for both the customer and the business.
The CFO’s Real Value
The best CFOs are not known for shutting things down. They are known for helping teams find the path forward. They bring clarity to complexity. They turn financial constraints into strategic decisions. They help the CEO maintain focus and give the board confidence in the direction of the business.
When finance is collaborative, it becomes one of the most important drivers of growth in the entire company.
