The Secrets of Successful CFOs

Sage recently spoke to over 1,200 finance leaders to uncover what really sets today’s most impactful CFOs apart — from embracing AI to finding a genuine work-life balance.

The CFO has traditionally been seen as the steady hand managing the numbers. But the role has moved on. The most successful CFOs today aren’t just finance experts — they’re changemakers, driving transformation right across the business.

Sage’s “Secrets of Successful CFOs” report dug into this shift, highlighting three key areas shaping modern financial leadership: cross-functional collaboration, smarter use of tech, and, perhaps most surprisingly, achieving a more balanced life.

Together, these pillars reflect a real shift — away from the CFO as a siloed number-cruncher, and towards a more connected, strategic leader who fuels innovation and long-term growth.

Redefining Strategic Influence

Today’s CFOs are stepping well beyond the finance bubble. In fact, collaboration across departments has increased by 30% over the last five years. Finance leaders are now expected to work closely with teams across HR, IT, operations and marketing.

And there’s good reason for it. When CFOs get involved early in shaping strategy, they bring a commercial lens that can help steer the entire business in a smarter direction.

Michelle Guzegul, CFO of Empeon, put it like this:

“In an executive team, the expectation was to excel in one area and also be a multi-faceted leader who could adapt and learn as needed.”

It’s not just about partnering with the CEO anymore, either. As Prophix CEO Alok Ajmera pointed out, the modern CFO needed to build strong relationships right across the C-suite — including the CISO, CMO and CHRO.

Blending Finance and Tech

It’s no surprise that tech was a major theme in the report — but it’s not just about automation. It’s about using data in a more strategic way to support quicker, better decisions that actually move the needle.

Interestingly, tech-savvy CFOs reported 20% higher job satisfaction, largely because they felt empowered to drive more impact across the business.

Sage CEO Steve Hare summed it up nicely:

“Digitalisation powered by AI was going to be revolutionary… CFOs had a lot of data and would be looking for more effective ways to gain insights from that data.”

Simone Goodman, CFO of Forecast, agreed, saying:

“You needed to examine whether your tech was fit for purpose — not just today, but tomorrow too. If it wasn’t, rip it out and replace it.”

The message was clear: technology should be a tool for progress — not a blocker. And the best CFOs were taking that seriously.

Balancing the Ledger of Life

Here’s the reality: while 95% of CFOs said they felt professionally successful, just 27% felt they had a good work-life balance.

That’s a gap worth paying attention to. Because balance isn’t just about wellbeing — it’s about performance. When you’re well-rested and supported, you think more clearly, lead more effectively, and make better decisions.

Lewis Dangerfield, CFO at Osprey Group, reflected on this:

“Like most CFOs, I often exceeded the average 37.5-hour week. But I genuinely enjoyed what I did. It was more than work.”

He also noted how flexibility was becoming essential:

“I thought 2024 would be a time where CFOs needed to help businesses embed an approach that suited both the organisation and the workforce’s expectations.”

The takeaway? It’s not about clocking off early — it’s about working smarter and leaving space for life outside the office.

Final Thoughts: The Modern CFO’s Playbook

So, what’s the big takeaway?

The most effective CFOs are reshaping their role. They’re collaborating more, using tech in smarter ways, and taking care of themselves along the way.

And this isn’t just good for them — it’s good for business. A finance leader who’s energised, connected and confident brings a different kind of momentum to the whole organisation.

The future of finance leadership isn’t just about numbers. It’s about people, purpose, and progress. That’s what defines the modern CFO.

So if you’re in the seat — or hiring for it — now’s the time to lead not just with skill, but with balance, boldness and vision.