Building the team: CFO as a talent leader

When people think about the CFO role in a scale-up, they often picture balance sheets, cash flow models, or investor decks. Yet one of the most underestimated aspects of the job is leading people. In reality, sustainable growth depends as much on talent and culture as it does on financial strategy. That makes the CFO not only a financial leader but also a talent leader.

As companies grow, complexity multiplies. Finance teams expand, processes get heavier, and demands from investors and regulators increase. It is no longer enough to manage the numbers; the CFO must also build and guide the team that manages them. Without the right people, even the sharpest strategy collapses under pressure.

The challenge is that many scale-ups underestimate how quickly talent gaps appear. A single finance manager who handled everything in the early days cannot suddenly cover the sophistication required at 200 employees and multiple geographies. Recruiting, developing, and retaining the right people becomes a central part of the CFO’s mandate.

Great CFOs recognize that their influence on culture is just as important as their influence on cash. They hire people who not only bring technical skills but who also fit the company’s DNA. They build teams that are collaborative, curious, and accountable. And they model the culture themselves, showing that financial discipline and ambition can coexist.

Leadership also means developing the people you already have. High-growth environments are perfect breeding grounds for talent, but only if people are supported to grow with the company. CFOs who invest in mentoring, training, and upskilling create loyalty and resilience. They ensure their teams don’t just keep up with growth, but actually accelerate it.

Financial literacy across the broader organization is another lever. When the CFO takes time to explain unit economics to sales, margins to product, or cash cycles to operations, they empower teams to make smarter decisions. This turns finance from a gatekeeper into a coach. The more people understand how their actions affect financial outcomes, the stronger and more aligned the whole company becomes.

Talent leadership also extends outward. Investors often assess management teams not just on current performance but on their ability to build organizations that last. A CFO who demonstrates that the finance function is professionally staffed, scalable, and resilient sends a strong signal: this company is ready for the next stage of growth.

In short, numbers may tell the story, but people write it. As CFO, your ability to attract and grow the right talent directly determines how well the company scales. Your leadership creates not just financial strength, but organizational strength. When finance leads the way on culture, accountability, and development, it sets the tone for the entire company.

 
Take active steps to foster a culture of growth and talent development in your team.

This blog, part of the “From numbers to Impact” series is adapted from the book “The Scale-Up CFO” by Richard Veffer a seasoned Greyt CFO & partner.
 
With over 12 years of experience guiding scale-ups and working alongside CFOs, founders and investors, Richard has outlined the key capabilities modern CFOs need to lead in high-growth environments. These 12 chapters provide the structure of this blog series, diving into the most critical areas of modern finance leadership.