A siloed C-suite

 

What's keeping CFOs up at night? 

To find out, we survey 500 finance leaders* bianually about their biggest opportunities, toughest challenges, and how their role is evolving. The results reveal five key themes, each brought to life through expert commentary and first-hand insights from finance leaders. Dive in to explore the results:

 

1

How strong are CFOs' C-suite relationships?

Mark O'Sullivan, Head of Technology and Digital Services, and Katie Nightingale, People Consulting Director

Today’s CFOs are expected to drive change across HR, technology, sustainability, and more – but their ability to do this successfully relies on strong, unified leadership across the C-suite. Yet fewer than half of CFOs report strong working relationships with any other members of the C-suite. 

By extension, a 'lack of Boardroom alignment' was cited as the top challenge CFOs anticipate that their finance function will face over the next 12 months. This disconnect risks siloed decision-making and inefficiencies at a time when cross-functional alignment is more critical than ever to drive resilience and growth.

Most striking is the lack of close working relationships with HR and IT leaders, despite the growing importance of both digital transformation and workforce strategy in the CFO's remit. 

Hear from our digital and people leaders as they unpack common disconnects between Finance, IT, and HR - and how CFOs can bridge the gaps. Choose a discussion point to dive deeper:

I've found that one of the most important parts of establishing trust is being very transparent about the financial context of the company. Providing your peers in the executive team with that ‘why’ will help them to understand the reasoning behind what you’re asking of them.
Barry McGonagle Snappy Shopper
Read the full interview with Barry McGonagle, CFO, Snappy Shopper | 9 min read | 21 May 2025
2

A new formula for finance teams  

Simon Davidson, Head of Finance Consulting

Finance professionals’ expectations are shifting. Flexible working, work-life balance, and a desire for purpose-led careers now front and centre.

The skillsets CFOs are prioritising for their team are also evolving, with 'ESG strategy and implementation' emerging as the top skills they aim to hire into their finance team over the next 12 months. This was closely followed by 'data analytics and business intelligence' and 'strategic thinking and decision-making support' - marking an expansion beyond traditional accountancy skills.

With a global shortage of accountants and compensation no longer the sole differentiator, finance leaders must ensure their employee value proposition is compelling, competitive, and aligned with their team's evolving priorities.

We're trying to help our people grow through secondments and stretch assignments - we call it ‘squiggly careers’. It's not just about climbing a ladder in a straight line anymore. It's about giving people the opportunity to move sideways and learn by doing. We're fortunate that we've got some brilliant examples in our team of people who've taken that nonlinear path, and they often end up some of our strongest, most adaptable leaders.
Liz Stewart Group FD, SSE
3

CFOs as catalysts for change 

Ben Butterfield, Corporates Consulting

With experience across strategy, operations, data and finance, finance leaders are uniquely positioned to lead transformation efforts. In fact, 'driving and managing change initiatives' ranked as the most time-intensive aspect of the CFO role.  

This requires a unique set of skills rarely developed through accountancy exams. It's not just about understanding the breadth of change and the cost of change, or the cost of not making a change, but also the impact of change on people across the business.  

What areas are currently the most time-intensive for CFOs?

1

Driving and managing change initiatives (e.g. digital transformation plans) 

2

Presenting to the Board and investors 

3

Collaborating with other departments

Explore why today’s CFO is expected to play such a significant role in driving transformation, and how to deliver lasting impact. Select the talking point you're most interested in our interactive video: 

A common piece of advice [around driving change] is to ‘start by securing buy-in from senior leadership’. That is important, but it’s equally critical to engage everyone who will be affected by the transformation, at all levels, and to do so as quickly as possible. That means more than just informing them about the change; it means understanding their needs – from the training they will need to how much notice they’ll need to adjust their plans.
David Pratt GFC, Checkout.com
CFO perspectives: adaptability, analytics, and achieving alignment | 5 min read | 11 Jun 2025
4

Navigating the tariffs landscape 

Tom Middleton, Managing Director, Economic Consulting

While there is uncertainty over the future of the US-imposed tariffs, 95% of CFOs say that their finance function’s priorities will be impacted if they remain in replace. Robust modelling, strong data governance, and clear communication will be essential for finance teams to respond effectively and shape resilient strategies. 

The impact isn't only about navigating risk. 95% of CFOs also said that they foresee strategic opportunities arising this shifting landscape, reflecting Finance’s broader evolution into a more forward-looking, value-driven function. 

What strategic opportunities do CFOs see emerging from the current tariff landscape?   
 

60%

To re-shore or diversify their supply chain  

48%

To identify strategic M&A opportunities to gain market share 

33%

To expand into new markets

See how your peers are responding – from supply chains to scenario analysis:

5

Navigating the new regulatory landscape

Dan Hartland, Private Capital Tax Partner, and Pinkesh Patel, Financial Reporting Partner

While CFOs are increasingly expected to drive strategic value and navigate global uncertainty, they can’t afford to lose sight of compliance. With major regulatory updates on the horizon, including changes to FRS 102 and Business Property Relief, staying ahead of these developments is critical. 

FRS 102

Almost all businesses generate revenue or have a lease, meaning most businesses will be impacted by the upcoming changes to FRS 102. Yet fewer than a third of CFOs say that their business is fully prepared for these to come into effect.

Finance teams will play a vital role in evaluating the impact of the proposed changes on their financial statements, systems, and processes. This also involves preparing to clearly communicate any shifts in financial metrics or tax positions to key stakeholders – including investors and lenders – to ensure transparency and understanding.

Pinkesh Patel, Financial Reporting Partner, sheds light on the upcoming changes to FRS 102. From what the changes are to the actions CFOs can take now to prepare, select the points you're most interested in: 

Business Property Relief

'Changes to Business Property Relief' is the tax change expected to have the most significant negative impact on business growth over the next 12 months, according to the finance leaders surveyed.

With 93% of CFOs saying that they are involved in shaping tax strategy, mitigating the impact of this as early as possible will be top of mind.

Beyond managing their own tax exposure, it wll be essential to consider the potential financial strain on the business itself, which could be required to cover unexpected inheritance tax liabilities.

Starting early will be vital, as certain mitigation opportunities may not be available after 6 April 2026 when the rules come into effect.

Tax Partner Daniel Hartland introduces the changes to Business Property Relief and how CFOs should prepare for them now. Select the answer you're most interested in: 

Finance Leaders Barometer

The CFO Agenda is broader than ever. Explore all Finance Leaders Barometer insights, including interviews with finance leaders, in one place.

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*The Finance Leaders Barometer is an anonymous survey of 300 CFOs and 200 Financial Controllers. The data was obtained in H1 2025. All respondents come from UK-based businesses across sectors, markets and regions.