CFO Role Expectations

𝗪𝗵𝘆 𝗧𝗕𝗠 𝗶𝘀 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝘂𝗻𝗱𝗲𝗿𝗿𝗮𝘁𝗲𝗱 𝗰𝗼𝘀𝘁 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆? Everyone talks about FinOps when it comes to cloud cost control. But TBM? It’s the only framework that provides a structured way to align IT spending - both digital and non-digital - with business value. Today most IT cost-cutting efforts focus on cloud costs. But what about on-prem data centers, networking, end-user computing, software licensing, IT service management, and physical infrastructure? That’s where TBM shines. Unlike FinOps, which primarily focuses on cloud cost management, TBM covers all IT spend - digital and non-digital. That means: ✓ On-prem data centers (server costs, cooling, power, maintenance) ✓ SaaS and enterprise software (license costs, renewals, shadow IT) ✓ Network infrastructure (bandwidth costs, MPLS, SD-WAN optimizations) ✓ End-user computing (desktops, mobile devices, IT support costs) ✓ IT services & outsourcing (managed services, BPOs, contract negotiations) This is what makes TBM different - it breaks IT costs into layers: ✓ Cost Pools – The raw IT expenses (hardware, software, labor, facilities, etc.). ✓ IT Towers – Logical groupings like compute, storage, network, and applications. ✓ Products & Services – The services IT delivers (e.g., CRM platforms, cloud storage, collaboration tools). ✓ Business Units – The actual consumers of IT resources (sales, marketing, HR, etc.). This multi-layer mapping gives granular visibility into IT spending. This enables CIOs and CFOs optimize across hybrid IT environments. 𝗪𝗵𝘆 𝗜 𝗹𝗼𝘃𝗲 𝗧𝗕𝗠? Most organizations optimize reactively - shutting down workloads, cutting headcount, or delaying upgrades. TBM forces a proactive, data-driven approach by integrating: ✓ Cost transparency – Mapping IT costs to business units, services, and outcomes ✓ Showback/chargeback – Assigning costs directly to business teams for accountability ✓ Unit economics – Measuring IT efficiency per unit of business value (cost per transaction, cost per API call, etc.) ✓ Benchmarking – Comparing internal IT costs with industry standards to identify waste The result? ✓ IT isn’t just seen as a cost center - it becomes a strategic partner. ✓ Cost-cutting doesn’t compromise performance or innovation. ✓ Businesses make smarter investment decisions, balancing cost, quality, and value. Why TBM is still underappreciated? TBM doesn’t promise quick fixes. It requires a mature cost culture, strong leadership, and deep integration into financial planning. And the truth is - many companies don’t want to do the hard work. They’d rather cut budgets blindly than ask the harder question: "Is this IT spend actually driving business value?" The companies that do embrace TBM gain full control over IT costs - cloud, data center, software, infrastructure, services, everything. TBM is about spending right, not spending less. #TBM Technology Business Management (TBM) Council

Many mergers and acquisitions overlook a crucial detail. Insurance. It's not just a line item. It's a potential risk to your entire deal. When you merge or acquire, you may inherit all existing policies, good or bad. Often, these policies are outdated. Or worse, they're insufficient. Or your current insurance may not cover the new risk properly. Imagine closing a deal only to discover hidden liabilities. Or unexpected coverage gaps. That's a nightmare for the economics of the deal. And your reputation. So, what's the solution? Involve your insurance advisor early. Much earlier than you think is necessary. Conduct a thorough audit of all existing policies. Assess their adequacy. And their alignment with your new business goals. This proactive approach isn't just smart. It's essential. It saves you from unexpected costs. And ensures a smoother integration. Don't let insurance be your blind spot. Make it a strategic priority in every merger and acquisition.

What does the 𝗺𝗼𝗱𝗲𝗿𝗻 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘁𝗲𝗮𝗺 actually look like? Most people still imagine finance as a single function focused on accounting and reporting. In reality, the finance organization today is a 𝘁𝗲𝗮𝗺 𝗼𝗳 𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗶𝘇𝗲𝗱 𝗹𝗲𝗮𝗱𝗲𝗿𝘀, each responsible for a critical part of the company’s financial performance. At the center sits the 𝗖𝗙𝗢, responsible for financial oversight, strategic planning, resource allocation, risk management, and compliance. Supporting the CFO is a leadership team typically covering areas such as: • 𝗖𝗼𝗻𝘁𝗿𝗼𝗹𝗹𝗶𝗻𝗴 – financial reporting, policies, internal controls, and cost management • 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗶𝗻𝗴 – general ledger oversight, financial close, and regulatory compliance • 𝗙𝗣&𝗔 – forecasting, scenario analysis, and strategic decision support • 𝗧𝗿𝗲𝗮𝘀𝘂𝗿𝘆 – cash management, funding, investments, and financial risk • 𝗧𝗮𝘅 – tax compliance, strategy, and advisory • 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀 – communication with investors and financial markets • 𝗦𝗵𝗮𝗿𝗲𝗱 𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝘀 – efficient delivery of finance operations • 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 – partnering with the business on performance and decisions Each of these areas plays a different role. But the real impact comes when they work 𝗮𝘀 𝗼𝗻𝗲 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗲𝗱 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻. Treasury secures financial resilience. FP&A provides forward-looking insight. Accounting ensures trust in the numbers. Business finance helps leaders make better decisions. Together, they enable the CFO to focus on what matters most: 𝗗𝗿𝗶𝘃𝗶𝗻𝗴 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝗰𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝘃𝗮𝗹𝘂𝗲. How is your finance leadership team structured today?

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗽𝗿𝗼𝗮𝗰𝘁𝗶𝘃𝗲𝗹𝘆 𝗺𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗦𝗼𝘂𝗿𝗰𝗲-𝘁𝗼-𝗣𝗮𝘆 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗰𝗼𝘀𝘁𝘀? If not, why let savings from smart Procurement slip away due to outdated technology or suboptimal use? S2P technology plays a central role in cost management, yet many companies lack a strategic approach to continuously assess and optimise their tech stack. Companies can adopt Bain & Co’s "𝗥𝗲𝗱𝘂𝗰𝗲, 𝗥𝗲𝗽𝗹𝗮𝗰𝗲, 𝗮𝗻𝗱 𝗥𝗲𝘁𝗵𝗶𝗻𝗸" model to continuously evaluate their technology infrastructure and costs, ensuring a more optimised and sustainable cost profile. Here is the model in action for Source to Pay technology cost optimisation: ▪️ 𝗥𝗲𝗱𝘂𝗰𝗲 to recover 10 to 20% of costs through short-term actions such as - adjusting licenses to match actual usage and adoption patterns - discontinuing features or functionalities that add little value - switching off modules where business capabilities have not yet caught up Avoid over-licensing by matching user access to actual needs, ensuring modules align with Procurement’s readiness. ▪️ 𝗥𝗲𝗽𝗹𝗮𝗰𝗲 to yield 20 to 30% of savings by - transitioning to cost-optimal, flexible solutions and getting out of lock-ins - switching subscription models when premium offerings are unnecessary - consolidating overlapping tools that offer similar features For example, merge multiple eSourcing tools into a primary platform and adopt a tender-based pricing for niche auction needs. This helps to adjust the cost profile of your Source to Pay technology with the actual needs. ▪️ 𝗥𝗲𝘁𝗵𝗶𝗻𝗸 to realise up to 40% cost optimisation by: - reimagining the architecture with a modular, composable design - automating and orchestrating processes and integrating new digital tools - reevaluate the mix of best-of-breed solutions vs integrated suites A new Procurement strategy requires a fresh look at the S2P tech stack to ensure it adapts and supports growth cost-effectively, while offering flexibility through additional digital levers like AI and automation. 𝗢𝗽𝘁𝗶𝗺𝗶𝘀𝗶𝗻𝗴 𝗦𝟮𝗣 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗶𝘀 𝗮 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗷𝗼𝘂𝗿𝗻𝗲𝘆, 𝗻𝗼𝘁 𝗮 𝗼𝗻𝗲-𝘁𝗶𝗺𝗲 𝗲𝗳𝗳𝗼𝗿𝘁, especially with contractual commitments, sunk costs, and change management challenges. Rather than following IT preferences and standards, it’s about keeping technology fresh and aligned with business needs as they evolve. ❓How do you manage your S2P technology to adapt to changing business needs while maintaining cost efficiency.

Nobody talks about this enough in finance. We surveyed 100,000 finance leaders and asked them their biggest challenges. The #1 answer wasn't technical skills. It wasn't AI. It wasn't board pressure. It was imposter syndrome. Here are the top 10 challenges finance leaders actually face (vs. what they pretend to): 1. Imposter syndrome — 60% 60-80% of finance leaders experience it. For some it shows up occasionally. For others it's a constant battle that holds them back from their full potential. 2. Feeling overwhelmed with tasks — 45% This came up a lot in our community. The volume of work isn't just the issue. It's the feeling that you're never fully on top of it. 3. Contributing more to strategy — 29% Most CFOs struggle to make a meaningful strategic impact — especially in their first few roles. They have the data. They don't always have the seat. 4. Changing perceptions of finance — 27% Finance functions are undervalued by almost every other department. Leaders know it. Most have stopped trying to fight it. That's the real problem. 5. Making more impact in board meetings — 24% The skill set that gets you to the boardroom isn't the same one that makes you effective inside it. Most finance leaders were never taught the difference. 6. Influencing people and getting buy-in — 23% Finance leaders sit on better data than anyone else in the business. But data alone doesn't move people. This is the gap most never close. 7. Improving gravitas — 23% The majority of finance leaders have been in rooms where they felt invisible. Where their voice didn't land. Where they knew they were right but couldn't make it stick. 8. Maximising team performance — 20% Finance teams are chronically underinvested in. Most have significant skills gaps and leaders who were never trained to develop people — only numbers. 9. Enhancing communication — 15% The ability to translate complex financial insight into something a non-finance audience actually understands. Rarer than it should be. More important than most admit. 10. Building stronger relationships — 13% Underdeveloped relationships inside the business lead to poor decision making and teams that don't trust their own leader. It compounds quietly until it doesn't. The higher you rise, the less you're allowed to admit any of these. That's the real problem. Which one is yours? Drop the number below.

Here’s the truth: Deals win or die by what happens after close. M&A isn’t just about numbers. It’s about envisioning the end state. I’ve seen too many deals get done for the wrong reasons—chasing revenue, ego, or momentum—without ever asking: What do we want this to look like after the dust settles? That’s why Buyer-Led M&A flips the script. We lead with clarity, not chaos. 🔹 Start by mapping the end state. Not just the financials—think operating model, customer experience, and decision-making structure. What does “success” actually look like? 🔹 Then dig into culture. Forget the surface-level values page. You need to understand how decisions get made, how people work, and how priorities shift under pressure. That’s the real culture. 🔹 Now you can start building a joint go-to-market plan. This is your integration thesis. What does the customer experience look like as a combined company? 🔹 Integration planning should run parallel to diligence. Same team. Shared information. Continuous learning. That’s how you get to Day 1 readiness—and avoid repeating diligence after you’ve already bought the company. 🔹 Finally: reverse diligence. Let the target get to know you. This is a two-way street. The more transparency, the more alignment, the more likely you’ll retain the people who actually make the deal work. M&A isn’t a race to term sheets. It’s a race to value creation—and that starts by leading the process, not just following it. This is how I define the Buyer-Led M&A™ mindset. What am I missing? Let me know in the comments. #MergersAndAcquisitions #BuyerLedMA #DealRoom

Founders, you don't always need to give up equity to fuel your growth. After helping 1200+ founders with their fundraising journey, I've noticed a significant shift... Smart founders in 2025 are discovering the power of Non-Dilutive Funding. Where you get capital WITHOUT giving up equity. Think about it. → Keep 100% ownership → Full control over decisions → No board seats to manage → All future upside stays with you Here are 7 powerful ways to access non-dilutive capital: 📌 Government & Private Grants -Zero repayment needed -Perfect for specific industries & tech -Support from both public & private sectors -Great for social impact ventures 📌Business Loans -Traditional bank financing -Special startup programs available -Build strong credit history -Clear repayment terms 📌Debt Financing -Lines of credit -Bond issues -More flexible than traditional loans -Multiple options to choose from 📌Revenue-Based Financing -Pay based on monthly revenue -No fixed monthly payments -Perfect for steady revenue streams -Typically 1.3-3x return cap 📌Tax Credits -R&D incentives -Renewable energy benefits -Immediate cost reduction -Perfect for innovative companies 📌Crowdfunding -Pre-sell your product -Build a customer base -Market validation -Free marketing exposure 📌Advance Payments -Leverage existing customers -Immediate cash flow -Strengthen relationships -No additional stakeholders 📌Corporate Partnerships -Access to resources -Market entry opportunities -Strategic growth -Shared development costs Start exploring non-dilutive options early. Even if you plan to raise VC later, having diverse funding sources strengthens your position. What's your experience with non-dilutive funding? Have you tried any of these options? Share your thoughts below 👇 #startupfunding #entrepreneurship #funding #startups #venturecapital

In a recent roundtable with fellow CXOs, a recurring theme emerged: the staggering costs associated with artificial intelligence (AI) implementation. While AI promises transformative benefits, many organizations find themselves grappling with unexpectedly high Total Cost of Ownership (TCO). Businesses are seeking innovative ways to optimize AI spending without compromising performance. Two pain points stood out in our discussion: module customization and production-readiness costs. AI isn't just about implementation; it's about sustainable integration. The real challenge lies in making AI cost-effective throughout its lifecycle. The real value of AI is not in the model, but in the data and infrastructure that supports it. As AI becomes increasingly essential for competitive advantage, how can businesses optimize costs to make it more accessible? Strategies for AI Cost Optimization 1.Efficient Customization - Leverage low-code/no-code platforms can reduce development time - Utilize pre-trained models and transfer learning to cut down on customization needs 2. Streamlined Production Deployment - Implement MLOps practices for faster time-to-market for AI projects - Adopt containerization and orchestration tools to improve resource utilization 3. Cloud Cost Management -Use spot instances and auto-scaling to reduce cloud costs for non-critical workloads. - Leverage reserved instances For predictable, long-term usage. These savings can reach good dollars compared to on-demand pricing. 4.Hardware Optimization - Implement edge computing to reduce data transfer costs - Invest in specialized AI chips that can offer better performance per watt compared to general-purpose processors. 5.Software Efficiency - Right LLMS for all queries rather than single big LLM is being tried by many - Apply model compression techniques such as Pruning and quantization that can reduce model size without significant accuracy loss. - Adopt efficient training algorithms Techniques like mixed precision training to speed up the process -By streamlining repetitive tasks, organizations can reallocate resources to more strategic initiatives 6.Data Optimization - Focus on data quality since it can reduce training iterations - Utilize synthetic data to supplement expensive real-world data, potentially cutting data acquisition costs. In conclusion, embracing AI-driven strategies for cost optimization is not just a trend; it is a necessity for organizations looking to thrive in today's competitive landscape. By leveraging AI, businesses can not only optimize their costs but also enhance their operational efficiency, paving the way for sustainable growth. What other AI cost optimization strategies have you found effective? Share your insights below! #MachineLearning #DataScience #CostEfficiency #Business #Technology #Innovation #ganitinc #AIOptimization #CostEfficiency #EnterpriseAI #TechInnovation #AITCO

Finance teams don't fail because they can't do maths. They fail because leaders don't know how to build them. I've inherited underperforming finance functions multiple times. Smart people. Good technical skills. Yet the team was fractured, slow, and invisible to the business. The assumption was always the same: "We need better talent." We rarely needed better talent. We needed better leadership. Here's what I discovered: the difference between a finance team that drives value and one that just processes transactions comes down to how the leader structures the work, develops the people, and connects finance to the business. I took over a team of eight where people were siloed. Accountant on payroll. Another on accounts payable. Another on reporting. Nobody talked to each other. Knowledge was trapped in individuals. When someone left, institutional knowledge walked out the door. Within six months, we reorganised around business outcomes instead of functions. Same people. Same technical skills. Completely different energy and impact. Why? Because suddenly they understood how their work connected to decisions that mattered. That's leadership, not hiring. Elite finance leaders build teams around three things most miss: First: Clarity of purpose. Your team needs to understand how their work drives business outcomes, not just compliance or process. When a junior accountant sees how their work feeds a decision that impacts growth or cash, their engagement shifts. Second: Capability development. You're not just managing current performance. You're building people for the next level. That requires deliberate investment in skill development, exposure to different work, and coaching on judgement, not just execution. Third: Cross-functional integration. Your team doesn't exist in isolation. Finance teams fail when they're disconnected from operations, strategy, and decision-making. Elite leaders embed finance in the business, not besides it. The maths never changes. But how do you structure the team, develop the people, and connect finance to strategy? That's everything. What's one area where your finance team has untapped potential because of how they're currently structured or led?

There are many funding options beyond raising equity capital (my career actually started in helping companies access non-dilutive funding). When I’m building the funding strategy for founders from scratch, we map out all their liquidity options (not just the obvious ones). Here’s what I’ve seen work for private companies at different stages: 1 - Periodic liquidity mechanisms. There are a few emerging platforms I’m excited about here, which are changing the game for private companies. They offer intermittent trading windows that let early investors and employees access liquidity without forcing an IPO or acquisition. This is massive for retention and cap table management. 2 - Revenue-based financing. For companies with strong recurring revenue, RBF provides capital without equity dilution. Repayments can also adjust to your sales topline, making cash flow management far less painful. 3 - Asset-based lending. If you’ve got inventory, receivables, or equipment on your balance sheet, you can unlock capital against those assets. I’ve seen a lot of founders use it for bridging funding rounds. 4 - Non-dilutive grants. Government programs (such as Innovate UK) and corporate innovation funds provide capital that doesn’t ask for any equity stake. Underutilised,and incredibly valuable for R&D-heavy businesses. Most popular at Pre Seed. 5 - Strategic debt/ venture debt. For companies that have already raised equity and need working capital without further dilution, venture debt can be a tactical bridge to the next milestone. Most often used at Series A & above. Mixing all of the above in addition to raising equity capital can build your solid funding journey from Pre Seed all the way to an IPO. #capitalraising #startupfunding #fundingoptions