Advice to My Younger Self at the Beginning of My CFO Journey
CFO Drive
Advice to My Younger Self at the Beginning of My CFO Journey
As aspiring CFOs embark on their journey, valuable insights from seasoned experts can provide a roadmap for success. This article delves into key strategies for aligning financial acumen with business goals and building influential relationships. Drawing from the wisdom of experienced finance leaders, it offers practical advice on balancing numerical expertise with essential soft skills.
- Align Financial Insights with Business Strategy
- Build Influence Through Clear Communication
- Balance Numbers with People Skills
- Cultivate Relationships and Practice Self-Care
- Prioritize Cash Flow Forecasting
- Integrate Finance with Other Departments
- Tell the Story Behind the Numbers
- Become a Strategic Collaborator
- Ask Good Questions and Build Teams
- Balance Strategic Foresight with Financial Rigor
Align Financial Insights with Business Strategy
One piece of advice I would give my younger self at the beginning of my CFO journey is to embrace the power of strategic thinking much earlier. Early on, I was heavily focused on technical accuracy and day-to-day financial management, but I now realize how critical it is to align financial insights directly with business growth strategies. If I could do it over, I would have spent more time building stronger relationships across departments to better anticipate business needs, not just react to them. Finance isn't just about reporting numbers — it's about shaping the future of the business with data-driven leadership.
Build Influence Through Clear Communication
Looking back, one key piece of advice would be to focus less on proving competence through precision, and more on building influence through clarity. Early in the CFO journey, there was a tendency to hide behind numbers—perfect forecasts, airtight models—without stepping fully into the role of strategic partner. The real value began to show when financial insights started driving bold conversations, not just accurate reports. Numbers inform, but it's the narrative behind them that shifts an organization.
Another lesson: invest early in building cross-functional relationships. Finance doesn't operate in a vacuum. Understanding the language of product, marketing, and operations transformed finance from a gatekeeper to a growth enabler. That shift not only accelerated decision-making but built the kind of trust that moves companies forward. If that mindset had been adopted sooner, both impact and influence would have scaled faster.
Balance Numbers with People Skills
If I could give advice to myself at the beginning of my journey as a CFO, it would be:
Focus not only on numbers but also on people. Finance is not just about accounting and analytics but also about communicating with the team, building trustful relationships with colleagues, and understanding the business as a whole.
Additionally, I would recommend paying more attention to developing soft skills — negotiation, change management, and strategic thinking. Investing early in these areas significantly accelerates career growth and increases effectiveness in solving complex problems.
What would I do differently?
— Take more risks and not be afraid to implement innovations, even if they go against established processes.
— Start building a network of professional contacts and mentors earlier to get support and new ideas.
— Actively study business models and industry trends to better anticipate changes and be proactive.
These lessons would help me move forward more confidently and effectively.
Cultivate Relationships and Practice Self-Care
Don't get stuck on the numbers; focus on the people. In my early career, I was a numbers and metrics kind of guy, and I had my head in the strategy game, which is all well and good. However, I've grown to see that the true drivers of success are the relationships you build and the teams you put together.
Looking back, I wish I had spent more time on the human side of things: really listening, mentoring, and bringing out the best in my teams. Also, I should have let go of the idea that every decision has to be a home run. Progress is made from taking calculated risks, learning from our mistakes, and being quick to adapt.
Furthermore, I should have practiced more balance. In the early days, I thought the only way to succeed was to work the hardest and longest, but what I have come to see is that taking care of yourself physically and mentally makes you a better, more effective leader. Had I known this then, I think I would have gone into challenges with more confidence and clarity.
Prioritize Cash Flow Forecasting
If I could give my younger self one piece of advice at the beginning of my CFO journey, it would be to build cash flow forecasts as if your business depends on it--because it does. Early on, I was too focused on profit margins and not focused enough on the timing of when cash was actually coming in and going out. Knowing what I know now, I would have implemented stronger financial systems and reporting much earlier. I also would have prioritized building relationships with lenders and alternative financing partners before we needed them. Having those lines of communication open can make all the difference when opportunities--or emergencies--arise. Ultimately, being proactive instead of reactive with the numbers would have saved me a lot of sleepless nights.
Integrate Finance with Other Departments
I'd advise my younger self to balance cross-functional communication with financial detail, as they're equally vital. During my journey as a CFO, I spent so much time perfecting forecasting and reporting accuracy that I didn't realize finance's integration with product, sales, and operations teams was lacking. I paid dearly for it. In hindsight, one of my most challenging quarters could have been mitigated if I had collaborated with the product team sooner so that they could understand how delayed features would impact revenue projections. What I learned the hard way is that financial leadership goes beyond handling numbers — it requires being a translator of sorts, for actions need to flow from every part of the business. There, I lessened my time staring into spreadsheets and reframed my isolating desk job to invest in building relationships.
Tell the Story Behind the Numbers
If I could go back to the start of my CFO journey, I'd tell myself this: don't just manage the numbers—learn to tell the story behind them.
Early on, I was so focused on perfecting models, tightening forecasts, and proving I could master the technical side that I overlooked something just as crucial: communication. I thought financial leadership was about precision. What I learned is that it's about clarity. Founders, boards, and teams don't need another spreadsheet—they need to understand what the numbers mean, what decisions they drive, and where the business is really headed.
I'd also tell myself to stop chasing "perfect data" before making a decision. You rarely get it. Speed and judgment beat over-analysis almost every time. At Bamboost, we've helped brands scale by acting fast with just enough data to steer the ship, not waiting until every metric is airtight. Momentum is often more valuable than certainty.
One more thing I would've done differently: I'd have invested sooner in building relationships with people who think completely differently than I do. The best calls I've made were shaped by operators, marketers, and product leads who challenged how I thought about risk and growth. Finance shouldn't live in a silo—it should be the bridge.
Your value as a CFO doesn't come from what you know. It comes from what you help others understand—and act on. Would your younger self believe that? Mine wouldn't. But I wish he had.
Become a Strategic Collaborator
The one piece of advice I would give my younger self at the beginning of my career as a CFO is to put more emphasis on relationship-building and strategic thinking rather than simply statistics. I lost opportunities to have an impact on broader company decisions early on because I was too preoccupied with financial accuracy. With what I now know, I would have invested more time in learning about the business's operations and sharing financial information with other executives in a way that gave them greater authority and confidence. I've discovered that an excellent CFO is not only a strategic collaborator but also a gatekeeper. I'd tell myself: step out of the spreadsheet and into the conversation.
Ask Good Questions and Build Teams
If I could give advice to my younger self, I'd say to stop trying to be the smartest person in the room! Early on, I overthought everything and felt like I needed perfect answers before speaking up. I would have told myself to say, "I don't know, but I'll find out," and focus on asking good questions instead of having all the answers.
I also would have built a stronger team sooner. I tried to do everything myself and hired people like me, but I should have looked for team members with different skills. The best times in my career came when I let go of trying to control everything and focused on mentoring my team, working with customers, and planning long-term with other leaders. Success is about making smart decisions with what you know and helping others do the same. That's what really matters.
Balance Strategic Foresight with Financial Rigor
Embarking on a journey as a CFO, one crucial piece of advice I'd share with my younger self is the importance of balancing strategic foresight with financial rigor. Early in my career, focusing intensely on immediate financial metrics and short-term gains seemed paramount. However, over time, I learned that true value comes from also understanding and investing in long-term strategic initiatives that align with broader business goals. This shift in perspective would have not only enhanced decision-making but also fostered more sustainable growth and stability within the companies I served.
If I could do one thing differently, it would be to cultivate stronger relationships across all departments from the outset. Often, finance is viewed in a silo, but integrating insights from operations, marketing, and sales can lead to more comprehensive and effective financial strategies. This interdisciplinary approach not only enriches the CFO's understanding of the business but also enhances everyone's commitment to the company's financial health. By prioritizing these relationships, I would have accelerated company-wide initiatives and driven more impactful results, a lesson that was invaluable but came a bit later than I would have liked.
