Change leadership: CFOs as transformation champions

Every scale-up eventually hits moments that redefine its trajectory: entering a new market, raising a large funding round, implementing a new ERP system, or restructuring the organization. These are not just operational shifts, they are transformations that touch every corner of the business. And in each of these moments, the CFO’s role is far more than financial. The CFO becomes a transformation champion.

Change in a scale-up is inevitable, but it is rarely smooth. Founders often see change as opportunity, full of energy and vision. Teams, however, tend to experience it as disruption: new systems to learn, unfamiliar processes, uncertainty about roles. Investors may worry about the financial risks and execution delays. The CFO sits at the intersection of all these perspectives, responsible for creating stability while enabling momentum.

Why is the CFO so central here? Because almost every transformation has financial implications. Whether it’s allocating capital, modeling scenarios, or tracking KPIs, the CFO ensures that change is grounded in reality, not just ambition. More importantly, the CFO provides the clarity and communication that help others trust the process.

Great CFOs lead change by anticipating challenges before they surface. They don’t wait for resistance to derail a project; they plan for it. They establish clear roadmaps that explain not just what is happening, but why. They connect financial discipline to the bigger picture, showing teams how improved processes or systems make their work easier and more impactful. In doing so, they turn resistance into engagement.

Another hallmark of strong CFO change leadership is agility. Scale-ups don’t operate in static environments, and no transformation goes exactly as planned. The CFO must continuously update forecasts, revisit assumptions, and adapt resource allocations.
Agility in finance translates into agility for the whole business, allowing the company to stay on track even when circumstances shift.

Transparency is just as important. During times of transformation, rumors and uncertainty can spread quickly. CFOs who share openly about challenges, progress, and trade-offs build trust. Investors appreciate this candor, employees feel included rather than blindsided, and leadership teams align around the same story. In fast-moving environments, trust and alignment can be as valuable as cash.

Finally, a transformation champion doesn’t just manage change, they embed it. A system implementation, for example, isn’t just about go-live, it’s about making sure adoption is complete, reporting works seamlessly, and the new way of working becomes second nature. CFOs who ensure that changes stick build a culture that is not afraid of transformation, but confident in it.

In the end, change is not an occasional event in a scale-up, it is the constant. The CFO who can lead through it with clarity, discipline, and confidence becomes indispensable. By balancing vision with vigilance, the CFO ensures that transformation doesn’t just happen, it succeeds.

 
Reflect on your CFO’s role in managing and driving successful organizational change.

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.