When I got the 4 a.m. phone call, I knew things were serious. I was CFO of the Capital Release Unit at Credit Suisse at the time, and the voice on the other end simply asked, “How quickly can you get to the office?” There were train strikes in the UK, so I grabbed a cab, signed an NDA in the back seat, and began bracing for what I suspected would be one of the most intense periods of my career.

What unfolded over the next several days, weeks, and months is, as they say, history. But that moment reinforced a core belief I’ve carried with me for years: as finance leaders, we are more than the keepers of the books. We are strategic partners. Trusted advisors. First responders in a crisis. And if we’re doing our jobs right, we’re central to how businesses create and sustain value.

Let’s talk about how we get there and why CFOs must redefine what success looks like in today’s finance function.

The foundation of strategic partnership

The role of finance has evolved significantly. Decades ago, it was primarily about processing transactions, ensuring compliance, and producing reports. Today, it's about influence, foresight, and value creation. But none of that can happen without trust.

That trust is earned by doing the basics exceptionally well. Reliable reporting, robust financial controls, timely forecasting, and sound cash management - these are non-negotiable. They form the base of what I like to think of as a spiral staircase, you can’t get to the next level without a solid footing on the one below.

Once you've built that foundation, you’re no longer just reporting what happened, you’re helping shape what comes next.

The strategic CFO

So what does that “next level” look like?

It means shifting from a purely backward-looking stance to one that anticipates, advises, and influences. It means using strategic insight and scenario planning to guide decisions, not just validate them. It means embedding finance into the business, not as a support function, but as a key voice in strategic forums, capable of vetoing decisions that don’t align with long-term goals.

To do that effectively, a CFO must be agile, adaptable, and plugged into the broader context: market shifts, regulatory changes, political developments, internal dynamics. The more informed you are, the more value you can bring.