Spend management
How Finance Transformation Leaders Drive Agility and Growth in a Complex Tech Landscape
Finance as a Growth Enabler
In my early years, finance was largely a support function—important, yes, but reactive. The focus was on historical data, compliance, and cost control. However, as I moved into leadership roles within the technology industry, it became clear that finance had much more to offer. In a fast-moving sector like tech, where growth and innovation are key, finance can no longer afford to be just a “cost centre.” We have to be growth enablers. Our insights, powered by real-time data and predictive analytics, are critical to shaping business strategy.
Change in the CFO role? You’ve read about that before. Moving from traditional to digital CFO – harnessing the explosion of technologies to enable Finance to operate in a digital world. But, today, the role isn’t just shifting, it’s expanding, with the CFO Agenda becoming more complex and interdependent. Expectations are not only changing but growing at unprecedented speed and scale.
Source: Deloitte
Today’s CFO is expected to be a strategic advisor, driving initiatives that align with broader business goals. What does it mean for a CFO to be more strategic? As Myles Corson, EY Global and Americas Strategy and Markets Leader, Financial Accounting Advisory Services, said in a recent episode of The CFO Playbook podcast CFOs are expected to achieve high performance across all dimensions. “You have to deliver short-term performance and results. At the same time, you have to be able to invest for the long term and deliver sustainable performance… you’ve got to deliver both.”
In tech, this can mean guiding decisions around market expansion or even customer engagement. It’s a challenging but exciting time to be in this role.
Navigating a Complex Tech Stack
One of the biggest challenges I’ve faced as a CFO is managing the complexity of the financial tech stack. Over the years, I’ve witnessed how legacy systems—often cobbled together through acquisitions or organic growth—can create chaos when they fail to integrate smoothly. In finance, disconnected systems lead to fragmented data, which makes real-time decision-making nearly impossible.
When your tech stack is outdated, it slows down everything—from basic accounting processes to strategic forecasting. I’ve learned that while it’s tempting to implement new technologies quickly, you have to be deliberate. Disrupting core systems without a clear plan can cause more harm than good. You need solutions that integrate seamlessly into existing workflows, provide real-time visibility, and reduce manual effort.
The Balancing Act of Transformation
In my experience, financial transformation is about balance. You want to modernise your processes but can’t afford to disrupt the day-to-day business. I’ve witnessed the transition from manual workflows to automated systems more times than I can count, and each time, the biggest hurdle has been ensuring that transformation doesn’t create downtime. If your finance department grinds to a halt, the entire business feels it.
Soldo is a good example of what can be achieved with disruption-free digital transformation.
It’s invaluable because it simplifies the complexity of managing decentralised spending and empowers employees and teams without disrupting existing systems and processes. Solutions like these let you keep the business running smoothly while freeing finance teams to focus on more strategic activities.
The Emergence of the Finance Transformation Leader
One of the most exciting developments in recent years is the emergence of the Finance Transformation Leader. Corson captures this potential succinctly, “There’s a huge opportunity for CFOs here to be helping to shape what future organisations look like as we move into this environment where we think differently about how data flows through an organisation”.
This role has become critical as companies increasingly recognise that finance must be agile, innovative, and growth oriented. The Finance Transformation Leader is tasked with modernising outdated processes and driving meaningful change that impacts the entire organisation.
By implementing new technologies and processes, these leaders enable greater visibility into financial operations, reduce inefficiencies, and free up time for finance teams to focus on strategic decision-making.
In my experience, this role is vital in today’s fast-paced business environment. The Finance Transformation Leader ensures that the financial infrastructure can keep pace while the business grows and scales without causing operational disruptions. By streamlining financial processes and adopting Progressive Finance strategies, these leaders enable organisations to become more agile, make better-informed decisions, and drive growth across all departments. In short, the Finance Transformation Leader is the catalyst for a more responsive, forward-thinking business.
The Power of a Progressive Finance Mindset
One lesson I’ve learned is the importance of adopting a Progressive Finance mindset. In a rapidly evolving industry like tech, you have to stay agile. Gone are the days when finance was purely about safeguarding the bottom line. Corson agrees, emphasising the insight of Rory Sutherland, who stated, “a missed opportunity isn’t measured on a balance sheet,” highlighting the need for finance leaders to focus on strategic opportunities rather than merely on compliance and cost.
Today, I use financial insights to support innovation and growth across the business. By automating routine tasks and focusing on data accuracy, my team can shift from being reactive to proactive. We’re no longer bogged down by month-end reconciliations; instead, we’re actively involved in shaping the future of the company.
A couple of areas in particular are on the next S curve of CFO leadership. Historically, organizational transformations were often about cost and so naturally they fit in the CFO domain. This survey suggests there are more digital transformations on the horizon where CFOs can play a radically different role.
Source: McKinsey & Company
The bottom line is this: financial transformation isn’t just about technology—it’s about mindset. It’s about realising that finance can, and should, play a pivotal role in the company’s growth strategy. By embracing tools that enable agility, like Soldo, we’re not just keeping up with change—we’re driving it.
For fellow CFOs looking to step into this mindset, I encourage you to explore **Progressive Finance** more deeply. Discover how it can empower you to make a greater impact on your business here
————————–
Written by Sacha Herrmann, CFO @Soldo
As someone who’s spent three decades working as a CFO, primarily in the technology space, I’ve seen firsthand how the role of finance has evolved. Finance used to be all about oversight—ensuring compliance, managing costs, and making sure the numbers added up. But today, the role of the CFO is radically different. We’re not just financial stewards but strategic partners in growth, innovation, and digital transformation.
Myles Corson An experienced finance advisor, Myles is the EY Global and Americas Strategy and Markets Leader for Financial Accounting Advisory Services. He has worked with senior management and board level executives of major Fortune and Financial Times Stock Exchange companies across multiple industries, focusing on diversified industrial products. Read more
