GrowCFO Competency Framework

PART 1 of 3:

Foundation Skills

The first 15 questions relate to your CFO Foundation Skills which are essential requirements within your role and support all your other activities.

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Governance and Control
Available values for Topic 1
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your experience in supporting corporate governance?*
- I have minimal awareness of board responsibilities, board pack reports, director compliance and best practice governance procedures.
- I possess a working knowledge of our governance procedures and my individual responsibilities towards supporting those charged with governance.
- I am actively involved in most decision-making processes and ensure that rules, practices and processes are followed at all times.
- I play a key role in designing a robust governance framework, determining authority levels and holding board members to account.
This field is required.
How would you rate your experience in delivering risk management?*
- I have minimal experience towards implementing policies and procedures, monitoring control frameworks and overseeing committees.
- I understand the main risks within our business and monitor the company's exposure to them on a regular basis.
- I document policies and procedures throughout the business and ensure that each team has the necessary resources to manage risks.
- I champion the identification, evaluation and management of risks across the business, whilst constantly scrutinizing any potential new emerging threats.
This field is required.
How would you rate your experience in delivering compliance?*
- I have minimal experience of technical accounting, regulatory reporting, legal, tax, statutory audit and internal audit/reviews.
- I have an awareness of the company's main compliance requirements and deadlines, plus a basic awareness of how to deliver them.
- I oversee compliance with most applicable laws, policies and procedures in a streamlined manner and rarely receive comments from law enforcers.
- I take full responsibility for implementing procedures to comply with all laws and regulations, whilst discussing new rules with third parties.
This field is required.
How would you rate your experience in closing the books?*
- I have minimal experience of the period-end close, accounting treatment, processing journals, forming valuations and making judgements.
- I possess a reasonable understanding of how to lead a finance team towards closing the books in an accurate manner.
- I design and implement robust firm-wide financial close procedures that operate in an accurate and efficient manner.
- I have a strong track record of delivering fast, accurate and insightful financial close processes that utilize powerful technology applications.
This field is required.
How would you rate your experience in treasury?*
- I have minimal experience of cash management, treasury policies, managing foreign exchange and implementing hedging arrangements.
- I implement procedures to safeguard cash, monitor cash flow, forecast future cash levels and anticipate any shortfalls.
- I proactively optimize our cash balances and have well-established relationships with most types of external funding providers.
- I ensure firm-wide compliance with all treasury procedures and regularly scrutinize financing costs, available funding options and the return on capital employed.
This field is required.
Operational Driver
Available values for Topic 2
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your experience in leading operations?*
- I have minimal experience of overseeing specific operational activities such as Finance, HR, Legal, IT and Facilities.
- I oversee specific operational activities within the finance team and take responsibility for ensuring that they are delivered effectively
- I lead my finance team and play a key role in supporting non-finance operational leaders to achieve their team's objectives.
- I lead some non-finance operations such as HR, Legal, IT and Facilities and constantly help other team leaders across the company.
This field is required.
How would you rate your experience in implementing and integrating systems?*
- I have minimal experience of identifying systems, implementing new technology solutions and integrating applications.
- I possess a basic awareness of the different systems operating across the business and their key requirements.
- I understand the functionality and integration of our existing systems and feel confident about embedding new systems into our IT infrastructure.
- I have a proven track record in identifying and effectively implementing market-leading systems into companies.
This field is required.
How would you rate your experience in optimizing processes?*
- I have minimal experience of reviewing business processes to determine how best to simplify, automate and streamline their associated activities.
- I understand the end-to-end activities across all key processes and can identify sub-optimal components.
- I regularly identify and resolve existing issues, whilst providing suggestions for the simplification, automation and outsourcing of processes.
- I act as a role model for continuous improvement and process excellence to develop scalable activities that meet ongoing requirements.
This field is required.
How would you rate your experience in embedding finance across the company?*
- I have minimal experience of developing relationships across each department and putting finance at the heart of the business.
- I work with various departments to understand their main activities and educate others about the financial impact of their actions.
- I possess strong working relationships with each department, regularly support each team and fully understand their biggest challenges.
- I create a strong financial culture across the business and am regularly consulted by other departments to help solve their problems.
This field is required.
How would you rate your experience in capturing data and creating dashboards?*
- I have minimal experience of understanding what my audience wants, how to extract data and reporting it in a user-friendly manner.
- I regularly collate key data from across the firm and provide static summary reports to key management.
- I understand exactly what each team needs to run their department effectively and report powerful data insights from many sources.
- I integrate systems to automatically capture and report real-time data through dynamic reports tailored to each team’s requirements.
This field is required.
Financial Planning and Analysis
Available values for Topic 3
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your experience in allocating capital?*
- I have minimal experience of dividing up the company’s financial resources in a manner that generates the maximum shareholder return.
- I work closely with the business to create annual budgets for key activities, whilst monitoring ongoing progress and reporting variances.
- I monitor budgets on a regular basis and work closely with teams to mitigate any anticipated variances and avoid unwelcome surprises.
- I allocate resources to deliver the business plan, create a culture of accountability and divert capital when circumstances change.
This field is required.
How would you rate your experience in building financial models?*
- I have minimal experience of creating models to forecast financial performance and KPIs based on the strategic plan.
- I create basic financial models to illustrate forecasts and to determine the financial impact of the business plan.
- I generate flexible models that demonstrate a clear linkage between assumptions, performance and scenario planning.
- I build robust financial models capable of standing up to the scrutiny of banks, potential investors, market-leading advisors and other third parties.
This field is required.
How would you rate your experience in creating investment cases?*
- I have minimal experience of challenging investment cases to determine which initiatives to support.
- I understand how to create an investment case and have some experience of performing investment appraisals
- I challenge investment cases to help the business make the best use of its cash and other assets.
- I regularly monitor investment returns and challenge the cost-effectiveness of investment cases to leverage more from other business activities.
This field is required.
How would you rate your experience in analyzing data?*
- I have minimal experience of applying a financial perspective and commercial awareness to scrutinize both financial and non-financial data.
- I produce regular reports to analyze business performance data and communicate findings to internal and external stakeholders.
- I monitor and report all financial and non-financial KPIs on a regular basis and clearly link trends to commercial activities.
- I confidently present data to all stakeholders in a user-friendly manner using the optimal format and appropriate level of detail.
This field is required.
How would you rate your experience in managing outcomes?*
- I have minimal experience of managing budgetary performance outcomes and taking mitigating action where required.
- I closely monitor activities, anticipate any variances versus the plan, and highlight these to the appropriate individuals.
- I play an active role in identifying shortfalls, supporting decision-making and mitigating the impact of any negative scenarios.
- I constantly help others to maximize performance outcomes by overcoming challenges and avoiding any unwanted surprises.
This field is required.
PART 2 of 3:

Implementation Skills

The next 15 questions relate to your finance leader implementation skills which are essential for helping you to deliver the business plan.

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Strategic Business Partner
Available values for Topic 4
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your experience in influencing strategies?*
- I have minimal experience of delivering data-driven insights, generating new ideas and influencing the business plan.
- I deliver data-driven insights to help form strategies and participate in strategic conversations with key management.
- I support senior individuals to assess strategic options, influence team objectives and determine ways to create value across the business.
- I regularly present ideas at board meetings and play a key role in designing strategies by scrutinizing potential options.
This field is required.
How would you rate your experience in supporting decision-making?*
- I have minimal experience of facilitating problem-solving, providing a financial perspective, creating collaboration and driving decision-making.
- I provide relevant data to support other people’s decision-making and am sometimes asked to provide input into other team’s decisions.
- I support decisions across the company and confidently present well-constructed opinions that are highly valued by others.
- I am the first person that people consult when they need help with solving problems or dealing with challenging circumstances.
This field is required.
How would you rate your experience in becoming a critical voice?*
- I have minimal experience of challenging the board or leadership team and becoming an influential voice across the wider firm.
- I speak up when required to challenge other people's views and provide a unique financial perspective during key discussions.
- I have a strong voice during conversations with senior people and construct well-composed arguments to challenge people's views.
- I am seen as the most critical voice in the boardroom and am typically the first person that others turn to for help.
This field is required.
How would you rate your experience in managing stakeholders?*
- I have minimal experience of being the main point of contact to internal and external stakeholders.
- I take responsibility for managing various internal and external stakeholders by providing them with regular updates and key information.
- I lead many stakeholder relationships and communicate effectively with them on a regular basis in a well-respected manner.
- I lead relationships with most key stakeholders and present the business story to generate trust and confidence in our company.
This field is required.
How would you rate your experience in being the co-pilot to your CEO?*
- I have minimal experience of working closely with the CEO to communicate and deliver the business plan across the organization.
- I work closely with the management team, understand each division’s strategic objectives and provide them with ad hoc support.
- I work very closely with the CEO, take responsibility for delivering initiatives and am well-known for regularly creating business value.
- I present the firm's strategy alongside the CEO and am seen as the main person responsible for delivering the business plan.
This field is required.
Catalyst for Change
Available values for Topic 5
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your experience in identifying profit and cash initiatives?*
- I have minimal experience of combining my financial knowledge, commercial mindset and business relationships to help improve financial performance a full-stop.
- I scrutinize data in a format that clearly identifies any easy wins and measures the impact of proposed changes.
- I properly understand all the company’s activities and work closely with each department to identify profit and cash initiatives.
- I have a strong track record of delivering profit and cash initiatives and can demonstrate powerful examples of the positive impact delivered.
This field is required.
How would you rate your experience in overseeing and driving business change?*
- I have minimal experience of leading and overseeing change initiatives that deliver the key objectives within our business plan.
- I help identify and deliver change across the business through project management, obtaining buy-in and managing change.
- I provide the necessary infrastructure to nurture, support and deliver the best ideas throughout their development stages.
- I act as a role model to encourage innovation, drive operational change across the business and regularly update relevant stakeholders.
This field is required.
How would you rate your experience of finance transformations?*
- I have minimal experience of designing and implementing finance projects that deliver the company’s key strategic objectives.
- I feel confident towards implementing finance systems, adopting new technology solutions and embedding best practice.
- I have led an ERP implementation across the business and helped to evolve the business culture to encourage firm-wide adoption.
- I have delivered an entire finance transformation over several years to create a finance function that properly supports the wider business.
This field is required.
How would you rate your experience of restructuring business operations?*
- I have minimal experience of merging operations, carving out business units, restructuring teams and integrating new businesses.
- I take on various responsibilities to restructure a specific operation within the company and help deliver operational change.
- I play a key role in restructuring business operations and have good experience of leading the implementation of change initiatives.
- I regularly plan and successfully lead the implementation of significant operational restructuring programmes across the business.
This field is required.
How would you rate your experience in monitoring the effectiveness of change?*
- I have minimal experience of monitoring the impact of change initiatives and taking mitigating action to deliver the planned outcomes.
- I capture and track data to monitor the effectiveness of a change project.
- I regularly report progress back to the programme leader, suggest ideas to remain on track and support the delivery of its objectives.
- I lead the creation of measurement plans for capturing, monitoring and reporting the effectiveness of a change programme in a streamlined manner.
This field is required.
Fundraising and M&A
Available values for Topic 6
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your experience in identifying and evaluating opportunities?*
- I have minimal experience of supporting fundraising and M&A strategies, identifying opportunities and creating investment cases.
- I contribute towards the fundraising and M&A strategy, model the financial impact of potential deals and make recommendations.
- I perform desktop research on fundraising and M&A targets, build relationships with investors or targets and support decision-making.
- I participate in fundraising and M&A board discussions, influence decisions and present recommendations based upon research findings.
This field is required.
How would you rate your experience in performing valuations?*
- I have minimal experience of building valuation models to determine valuation ranges, returns on investments and value for money.
- I possess a basic understanding of how to use different methodologies for valuing a company or individual asset.
- I have reasonable experience of various valuation methodologies and understand the limitations of using each approach.
- I fully understand all popular valuation methodologies and can create compelling arguments to justify a proposed valuation figure.
This field is required.
How would you rate your experience in fundraising?*
- I have minimal experience of leading fundraising rounds, negotiating terms, coordinating advisors, managing stakeholders and completing deals.
- I help to deliver various elements of a fundraising transaction within a clearly defined team role.
- I play a key role during fundraising rounds and understand available sources of finance, term sheets, legal agreements and deal mechanisms.
- I lead entire fundraising rounds including assessing funding options, presenting investor decks, negotiating terms and completing deal processes.
This field is required.
How would you rate your experience in making acquisitions?*
- I have minimal experience of acquiring companies, leading deal processes, working with advisors and integrating acquisitions.
- I help to deliver specific components of a buy-side acquisition within a clearly defined team role.
- I play a key role in performing due diligence on targets, participating in counter-party conversations and liaising with advisors.
- I take full responsibility for leading acquisition processes from initial conception through to successfully integrating the acquisition.
This field is required.
How would you rate your experience in exit readiness?*
- I have minimal experience of preparing my business for an exit and playing a key role in the sales process.
- I contribute towards specific components of an exit readiness plan within a clearly defined team role.
- I play a lead role in delivering key components of an exit readiness plan and getting the company ready for a deal process.
- I design and lead exit readiness plans, determine the deal timetable, maximize shareholder value and deliver successful exits.
This field is required.
PART 3 of 3:

Impact Skills

The final 15 questions relate to your impact skills which play a hugely significant role in the effectiveness of your day-to-day activities.

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Leadership
Available values for Topic 7
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your experience in leading the finance function?*
- I have minimal experience of leading finance teams, structuring finance activities and ensuring the delivery of its responsibilities.
- I lead a significant element of the finance function by managing people and being responsible for delivering team targets.
- I perform the number one finance function role and take responsibility for recruiting, training, motivating, appraising and managing people.
- I lead the finance function, determines its purpose and deliver the company’s financial requirements within a high-performance team culture.
This field is required.
How would you rate your experience of acting as a C-Suite business leader?*
- I have minimal experience of enabling the vision, setting the right pace and keeping people informed of progress.
- I play a key role within the company management team by communicating the strategy and helping people to succeed within their roles.
- I am a board member and support the C-Suite by championing initiatives, delivering the business plan and participating in firm-wide collaboration.
- I am a vital board member who enables the vision, aligns activities to the strategy and sets the right pace to hit key milestones.
This field is required.
How would you rate your experience of managing people?*
- I have minimal experience of recruiting, managing, motivating, developing and mentoring other people within my company.
- I manage a team of people, recruit new members, delegate tasks, develop people, motivate the team and monitor performance.
- I align people to the company strategy and ensure that each team has the necessary skills to function effectively.
- I determine the company’s people plan throughout the business life cycle and create the optimal environment for everybody to thrive.
This field is required.
How would you rate your experience in driving the culture?*
- I have minimal experience of promoting business cultures, championing diversity and inclusion, and acting as a role model.
- I regularly communicate to ensure that everybody understands the company culture and knows what is expected of them.
- I recognize strong behaviours, reward people for their achievements and remove barriers that may hold people back.
- I champion diversity and inclusion, align the people strategy with the culture and ensure that the company’s reputation appeals to our target clients.
This field is required.
How would you rate your experience in representing your business externally?*
- I have minimal experience of building trusted relationships with shareholders and investors, customers and suppliers, regulators and market analysts.
- I build strong relationships with stakeholders and deal with shareholders, investors, regulators and customer/supplier negotiations.
- I deliver key presentations to external parties and clearly showcase my role as a key member of our company’s management team.
- I represent my business within its market segment and across wider society through public speaking, panels, presentations and videos.
This field is required.
Commercial Mindset
Available values for Topic 8
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate your understanding of your business?*
- I do not understand what my business does, its previous journey, why things are done in a certain way and how decisions are made.
- I have a strong understanding of my company's key products, latest developments, people's roles and strategic objectives.
- I have close relationships with each division, understand their biggest challenges and how their activities help deliver the business plan.
- I have a thorough understanding of how the business functions, its journey to date, how things get done and any company politics.
This field is required.
How would you rate your market knowledge?*
- I have minimal knowledge of our competitors’ products and activities, market trends, new entrants and any disruptive technologies.
- I understand our products, customer value proposition, key competitors, main suppliers and regulatory trends within our target industries.
- I perform market research, identify market trends, scrutinize analyst reports and present findings to our management team.
- I quantify the size of target markets, growth rates, opportunities and threats to identify unexploited growth opportunities.
This field is required.
How would you rate your ability to tell the financial story?*
- I rarely demonstrate what is driving the financials by linking data trends to commercial activities within the business.
- I demonstrate strong business acumen when analyzing data by linking the company's performance data to commercial activities.
- I consistently bring the numbers to life in a well-presented manner by fully understanding the business activities and market trends.
- I use proven storytelling techniques and compelling examples to communicate the financial story in a memorable manner.
This field is required.
How would you rate your experience in driving growth?*
- I have minimal experience of identifying and supporting growth initiatives such as products, propositions, new markets and M&A.
- I regularly review performance data to identify potential growth opportunities and support others in delivering their growth targets.
- I support the growth agenda by identifying growth opportunities, driving scalability across the business and challenging pricing strategies.
- I deliver expansion into new markets, support global mobility initiatives and perform market analysis to identify new revenue streams.
This field is required.
How would you rate your experience in maximizing shareholder value?*
- I have minimal experience of identifying profit drivers, reviewing the customer value proposition and performing value chain analysis.
- I manage the income statement effectively and determine the impact of profit and cost drivers.
- I scrutinize the customer value proposition, support value enhancing initiatives and perform value chain analysis.
- I review the company's activities through the eyes of an investor and balance short-term earnings versus long-term growth.
This field is required.
Soft Skills
Available values for Topic 9
Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.
How would you rate the quality of your communication?*
- I struggle to communicate effectively in a calm and controlled manner that spreads confidence amongst my audience.
- I present well-constructed views, using powerful examples to illustrate key points and actively listen to other people’s views.
- I possess strong business writing skills, use powerful combinations of words, tone and body language, and make others feel properly heard.
- I feel relaxed and confident when presenting to large audiences and fully grasp what messages people are really trying to tell me.
This field is required.
How would you rate your relationship-building skills?*
- I struggle to develop close working relationships with senior colleagues, team members and external stakeholders.
- I build trusted relationships with colleagues, understand their challenges and show a curiosity towards their personal interests.
- I am a strong team player with excellent interpersonal skills who proactively seeks to expand my network and build up strong connections.
- I display high levels of emotional intelligence, have a positive impact on others and adapt well to different personality types.
This field is required.
How would you rate your levels of gravitas?*
- I struggle to encourage, influence and reassure others through my tone, style of interactions and body language.
- I feel confident presenting at key meetings, remain reasonably calm under pressure, but sometimes feel intimidated by others.
- I display confidence throughout my role and feel comfortable when asking for help, pushing back on unreasonable requests or unrealistic deadlines.
- I demonstrate high levels of charisma and am considered an influential voice in the boardroom, adjusting my style where required.
This field is required.
How would you rate your ability to generate trust?*
- I struggle to generate other people’s trust and confidence in me to fulfil my commitments, deliver quality and meet expectations.
- I consistently deliver tasks reliably within agreed timetables and manage expectations where issues arise to avoid any unwanted surprises.
- I have the full respect of the board of directors and demonstrate high quality across everything that I do.
- I have the full backing of the board, shareholders and investors to deliver the CFO role throughout all stages of the company life cycle.
This field is required.
How would you rate your personal effectiveness?*
- I struggle to prioritize my workload, deliver all tasks and exceed expectations whilst maintaining a sustainable healthy work-life balance.
- I am well-organized, take responsibility for delivering tasks and produce high quality output within agreed deadlines.
- I consistently take the initiative, generate new ideas and display good judgement to help solve people’s problems and embrace change.
- I thrive under pressure, manage stress effectively and excel when operating outside of my comfort zone or dealing with complexity.
This field is required.
Segmentation
What type of company do you work for?*
- Owner-managed
- VC-backed
- PE-backed
- Employee-owned
- Listed
- Other
This field is required.
What team do you currently work in? (if you are in between roles then please pick your previous role or desired future role)*
- Group finance team
- Divisional finance team
- Other
This field is required.
Which of the following best describes your role?*
- Finance leader (i.e. performing the number one role in your group/divisional finance team)
- Reporting into a finance leader
- Other
This field is required.
What is the turnover of the company or division that you work in?*
This field is required.
What industry do you operate in?*
This field is required.
What country do you live in?*
This field is required.
Final Details
One final step before we email you through your PDF report which includes:
Your overall score
Your score in each skill area
How you compare to others
Your personalised report will be emailed to you along with relevant tips supporting your score. View our Privacy Policy
* Last * * Phone
Governance and Control - Over
Your competency score is over your benchmark average: Strong governance and control skills help you develop a deep understanding of key aspects of the business, from treasury to compliance to risk management. This results in better-informed decisions that can protect the company's bottom line. These skills allow you to work with other members of the senior leadership team to ensure that the company is adhering to best practices. This helps to streamline processes and improve efficiency, providing better data insights and a layer of protection against financial errors and fraud.
Governance and Control - Over - Link
Governance and Control - Under
Your competency score is under your benchmark average: A lack of governance and control skills can lead to a loss of confidence from investors, analysts, and other stakeholders. Without strong governance and control mechanisms in place, there is a greater risk of non-compliance, financial mismanagement and fraud. CFOs who lack these core skills need to hire senior team members to mitigate any shortfalls. Otherwise, you will likely struggle to effectively manage the organization's finances. This can lead to financial problems down the road, such as cash flow issues and difficulty securing funding.
Governance and Control - Under - Link
Operational Driver - Over
Your competency score is over your benchmark average: Strong operational driver skills allow you to provide valuable insights towards streamlining and improving your company's processes. They help you select and implement the right financial software for your business and to integrate it into your existing systems, so that everything runs smoothly and efficiently. You should be well-placed to act as a role model to identify inefficiencies in your company's processes and suggest ways to improve them. This can lead to significant cost savings for your business and allow your team to focus on higher-value activities. You will also play a key role towards embedding financial best practices throughout your organization. This includes training employees on financial concepts, creating financial dashboards and implementing powerful reporting tools.
Operational Driver - Over - Link
Operational Driver - Under
Your competency score is under your benchmark average: Underdeveloped operational driver skills can result in several consequences for the company, chief among them being a lack of cost control and an inability to lead or drive operational improvements. This can put immense pressure on other members of the c-suite and senior management team, who then must shoulder more responsibility for keeping the company running smoothly. CFOs who lack these core skills may find themselves struggling to keep up with the demands of their position, and eventually falling behind. This can have a domino effect on the whole company, leading to underperformance and financial losses.
Operational Driver - Under -Link
Financial Planning & Analysis - Over
Your competency score is over your benchmark average: A CFO who is skilled in financial planning and analysis can support a company towards making sound decisions about where to allocate its resources. You can help build robust financial models, challenge investment cases before presenting them to the board, and analyze both financial and non-financial data trends. An ability to effectively manage outcomes means not only being able to forecast and manage financial results, but also being able to articulate the business strategy and key drivers behind those numbers. By having a CFO who is skilled in financial planning and analysis, companies can improve their decision-making processes and better manage their resources.
Financial Planning & Analysis - Over - Link
Financial Planning & Analysis - Under
Your competency score is under your benchmark average: Underdeveloped financial planning and analysis skills can lead to a number of consequences for the CFO and the company as a whole. Perhaps most notably, the ability to allocate capital efficiently and build strong financial models is diminished. This can in turn lead to poorer investment decisions, as well as an inability to properly analyze data and manage outcomes. It is essential that you hire specialists into your team who can ensure that your financial planning and analysis is up to scratch and that you are helping your company to monitor results and make the best possible decisions. To effectively oversee these activities, you need to be intimately familiar with the financial planning and analysis process.
Financial Planning & Analysis - Under - Link
Strategic Business Partner - Over
Your competency score is over your benchmark average: A CFO with strong strategic business partnering skills can have a huge impact on a company. You are well-placed to influence strategies at board level and support decision-making throughout the company by applying your unique financial perspective combined with your robust knowledge of the performance data. You can become a critical voice within the organisation, challenging assumptions and driving performance. You are ideally placed to manage stakeholders effectively, ensuring they understand the financial position of the company and buy-in to key decisions. As a trusted advisor to your CEO, you play an important role in shaping the future direction of the company and helping to deliver the business plan.
Strategic Business Partner - Over - Link
Strategic Business Partner - Under
Your competency score is under your benchmark average: A lack of well-developed strategic business partnering skills can severely limit your ability to effectively influence strategy, support decision-making and be a critical voice within your organization. If you're not able to perform these essential functions, you may find yourself relegated to the role of a back office finance leader and less likely to be consulted during key business conversations. Highly performing strategic business partners possess many core skills including gravitas, relationship building, business acumen, problem solving, strategy and communication. Many finance leaders struggle to develop these skills during their career journey to becoming a CFO and should take urgent steps to improve in this area.
Strategic Business Partner - Under - Link
Catalyst For Change - Over
Your competency score is over your benchmark average: CFOs with strong catalyst for change skills can help identify improvement areas and then implement corresponding change strategies. This can lead to increased sales, profitability and market share. Such individuals are well-placed to align the finance function to the company’s overall strategy by delivering finance transformations. This can include changes to systems, processes, structures, reporting and communication. For example, by implementing an Enterprise Resource Planning (ERP) system, which is a form of business process management software that integrates a company’s critical operations into one cohesive system Strong change skills can help an organization to implement much-needed changes quickly and efficiently with strong buy-in from the impacted employees. They can also provide valuable insights and perspectives on how to best achieve desired results.
Catalyst For Change - Over - Link
Catalyst For Change - Under
Your competency score is under your benchmark average: A lack of CFO catalyst for change skills can have many negative consequences. The most obvious is that the company may not be able to adapt to internal changes in the business or to the evolution of the external marketplace, which can lead to stagnation or even decline. In addition, the company may find itself at a competitive disadvantage compared to rivals who are able to better embrace change. CFOs who lack catalyst for change skills may be resistant to new ideas or initiatives such as implementing finance transformations or ERPs. This may create inefficient finance functions and prevent the company from taking advantage of new opportunities. Any resistance can cause tension and conflict within the organization, which can further affect the company's ability to adapt and succeed.
Catalyst For Change - Under - Link
Fundraising And M&A - Over
Your competency score is over your benchmark average: Most people land their first CFO role in a startup company and lead a fundraise early on. A strong understanding of the fundraising process and deal structures allows you to secure the necessary funds and negotiate the best terms available. Furthermore, as your company grows and scales, you will likely be involved in M&A activity. There are many different types of transactions and deal structures to consider. Sources of capital include high net worth investors, venture capital firms, private equity houses, venture debt, high street bank lenders and stock market flotations. Exit events often involve trade buyers or private equity buyouts. Knowledge and experience of these processes helps you to deliver the M&A strategy, navigate due diligence and maximize value for your shareholders.
Fundraising And M&A - Over - Link
Fundraising And M&A - Under
Your competency score is under your benchmark average: Most people land their first CFO role in a startup or scaleup company, and are likely to lead a fundraise early on in their new role. However, over two-thirds of aspiring and first-time finance leaders have little or no fundraising experience. This can easily derail your career progression and leave you feeling unprepared when leading your first ever fundraise. CFOs also play a key role in mergers and acquisitions, from the initial conception through to deal execution. Many lack the experience and skills needed to lead or significantly contribute towards an M&A process. This can easily result in a company overpaying for an acquisition, failing to properly integrate an acquired asset, or being poorly prepared for a shareholder exit process.
Fundraising And M&A - Under - Link
Leadership - Over
Your competency score is over your benchmark average: CFOs play a critical role in driving the culture of an organization, setting the pace and communicating progress. Strong leadership skills allow you to manage people effectively, keep them motivated, and create self-leaders who can reach their full potential. Within the finance function, you will be able to attract and retain the best talent, continually develop your team members and inspire people to consistently deliver high quality output. This helps create a high-performance environment in which people naturally support one another to exceed expectations. Strong leaders tend to be good at representing their business externally by generating confidence amongst key stakeholders, keeping them well-informed and developing trusted relationships. Your stakeholders are critical to the success of your business and must be carefully managed at all times.
Leadership - Over - Link
Leadership - Under
Your competency score is under your benchmark average: CFOs play a critical role in driving the culture of an organization, setting the pace and communicating progress. However, underdeveloped leadership skills may prevent you from managing people effectively, keeping them motivated, and creating self-leaders who can reach their full potential. Within the finance function, you may struggle to attract and retain the best talent, continually develop your team members and inspire people to consistently deliver high quality output. This makes it difficult to create a high-performance environment in which people naturally support one another to exceed expectations. A lack of leadership skills may hamper your ability to represent your business externally and generating confidence amongst key stakeholders, who are critical to the success of your business and must be carefully managed at all times.
Leadership - Under - Link
Commercial Mindset - Over
Your competency score is over your benchmark average: A CFO with a strong commercial mindset can be a powerful driving force behind the growth of a company. You can see beyond the numbers and focus on maximizing business value. This allows you to tell the financial story of the company in a way that is compelling and easy to understand. This can be a valuable asset in attracting investors and driving growth. A strong commercial mindset can help a company to navigate through difficult financial times. You can make decisions that are in the best interests of the company and its shareholders. This can help to minimize the impact of financial difficulties and maximize value for the shareholders throughout the business life cycle journey.
Commercial Mindset - Over - Link
Commercial Mindset - Under
Your competency score is under your benchmark average: A lack of commercial mindset may hamper your ability to effectively tell the financial story of the business to key stakeholders. This can make it difficult to secure funding, attract top talent, and build relationships with partners and customers. Another consequence is an inability to make sound decisions about investments and resource allocation. This can lead to wasted resources and opportunities, as well as missed opportunities for growth. An underdeveloped commercial mindset can also lead to a lack of alignment between the CFO and other members of the executive team. This can create tension and conflict, which can ultimately impact the ability of the business to reach its goals.
Commercial Mindset - Under - Link
Soft Skills - Over
Your competency score is over your benchmark average: CFOs who possess strong soft skills will have the ability to clearly articulate the company's financial position to a wide range of stakeholders, build relationships with key external partners, and project an air of gravitas and authority. These soft skills are essential in ensuring that you can effectively perform your role. The best finance leaders use personal effectiveness to drive results throughout their roles. They stay calm under pressure, make quick decisions, and get things done. This means being able to manage their time well, stay organized, and set goals that align with their values. Such individuals are able to avoid feeling overwhelmed with tasks, create time for strategic thinking and consistently deliver high-quality output.
Soft Skills - Over - Link
Soft Skills - Under
Your competency score is under your benchmark average: Underdeveloped soft skills make it very difficult to successfully deliver the CFO role. Without proper communication, it can be difficult to maintain relationships with other members of the executive team, shareholders, and employees. This may result in misunderstandings and misalignment on strategy and goals. A CFO who is unable to build strong relationships with members of the executive team, shareholders, and employees will likely find it difficult to get buy-in on important decisions. This can lead to tension and conflict within the organization. Lacking gravitas may be perceived as weak and ineffective. This can damage credibility and reputation, making it difficult to be taken seriously by others in the organization.
Soft Skills - Under - Link
Foundation (BELOW) + Implement (BELOW) + Impact (BELOW)
Foundation (BELOW) + Implement (ABOVE) + Impact (ABOVE)
Foundation (ABOVE) + Implement (BELOW) + Impact (ABOVE)
Foundation (BELOW) + Implementation (BELOW) + Impact (ABOVE)
Foundation (BELOW) + Implementation (ABOVE) + Impact (BELOW)
Foundation (ABOVE) + Implementation (BELOW) + Impact (BELOW)
Foundation (ABOVE) + Implementation (ABOVE) + Impact (BELOW)
Foundation (ABOVE) + Implementation (ABOVE) + Impact (ABOVE)
OVERVIEW VIDEOS
Competency 1st Worst:
Competency 2nd Worst:
Competency 3rd Worst:
Competency 1st Best:
Competency 2nd Best:
Competency 3rd Best
Competency score: Governance And Control
Competency score: Operational Driver
Competency score: Financial Planning & Analysis
Competency score: Strategic Business Partner
Competency score: Catalyst For Change
Competency score: Fundraising And M&A
Competency score: Leadership
Competency score: Commercial Mindset
Competency score: Soft Skills
Governance And Control - Chart IMG
Operational Driver - Chart IMG
Financial Planning & Analysis - Chart IMG
Strategic Business Partner - Chart IMG
Catalyst For Change - Chart IMG
Fundraising And M&A - Chart IMG
Leadership - Chart IMG
Commercial Mindset - Chart IMG
Soft Skills - Chart IMG
Full Topic - Chart IMG
Data Topic
Data Full Topic
Data Full Category

Foundation Skills

Implementation Skills

Impact Skills