A lot of evolving variables are being thrown into the mix within the finance office. While AI and improved data analytics have provided unmatched visibility, that also means CFOs are also beginning to step into areas that were previously outside of their purview.
“Financial models alone are no longer a sufficient guide for operating model decisions,” says Dave Eddleman, principal and leader of the financial services practice at Alexander Group, based in Atlanta. “As a result, CFOs are becoming more involved in traditionally adjacent areas such as sales coverage, compensation and commercial resource allocation.”
In conversation with CFO Leadership, Eddleman shares advice for how CFOs can rethink their operating models, growth strategies and collaboration with other functions within the business.
What are the main things you are seeing CFOs and their organizations rethink about their operating models in response to changing revenue dynamics, cost pressures and new technological developments?
CFOs are expanding their lens beyond traditional cost and ROI analyses and taking a more active role in evaluating how broader operating model decisions affect long‑term growth and market position. Rather than assessing investments solely on near‑term financial returns, CFOs are increasingly asking how resource deployment and other go-to-market elements shape future market share, competitive positioning and brand perception.
Deploying additional customer‑facing roles such as relationship managers or product specialists may in fact generate a positive ROI, but at the same time result in market share erosion in fast‑growing or highly competitive markets. CFOs are now weighing these trade‑offs more explicitly, recognizing that financial models alone are no longer a sufficient guide for operating model decisions.
As a result, CFOs are becoming more involved in traditionally adjacent areas such as sales coverage, compensation and commercial resource allocation. This broader perspective reflects a more dynamic leadership role, where financial stewardship is integrated with commercial and strategic decision‑making across the enterprise.
Are clients approaching growth strategy differently today than they were even two years ago and how is the role of the CFO evolving as these models become more complex and data-driven?
Yes. Growth strategies today are far more data‑driven, and CFOs are using improved data availability to influence decisions much closer to the front line of the business. Advances in analytics, data science, machine learning and AI have made it easier to understand how markets may shift, how pricing and funding dynamics affect profitability and how incentives drive behavior at the seller level.
In financial services, for example, metrics such as cost of funds, deposit quality and net interest margin are now being embedded directly into sales compensation models. This is a meaningful change from simpler, volume‑based plans used of the past. CFOs favor these approaches because they directly align seller behavior with the financial outcomes by which the CFO and the larger enterprise is measured.
Over the past two years, organizations have increasingly moved toward more formulaic, data‑driven compensation models that connect enterprise and line-of-business financial objectives to individual seller and customer facing actions. This evolution allows CFOs to extend their strategic influence from corporate planning down to client-facing roles, ensuring growth strategies are both financially sound and operationally executable.
In your opinion, what revenue growth strategy or trends are often overlooked by CFOs and how can they make better use of these opportunities to drive efficiency?
Rather than overlooking go-to-market growth levers, CFOs are beginning to look into areas that were previously outside their traditional scope. One of the most important is go‑to‑market enablement, which is increasingly viewed as a core component of the operating model rather than a downstream execution issue.
CFOs are asking whether the go‑to‑market model is efficient, whether it is driving the right outcomes and how well it aligns with enterprise financial objectives. This reflects a broader trend across the C‑Suite, where CFOs, CROs, CHROs and marketing leaders are operating with greater alignment under the CEO’s direction.
The opportunity for CFOs is to consciously extend their financial teams’ analytical capabilities into these adjacent areas. By applying financial rigor to client segments, coverage models, go-to-market enablement and incentive structures, CFOs can help the organization drive growth more efficiently without relying on incremental investment.
Based on your conversations with executives in the financial services space, why should CFOs be investing in channel partner initiatives and how are these programs driving organizational growth?
From a CFO perspective, channel partner strategies present a distinct trade‑off between risk, control and return. Channel models such as third‑party brokers involve less operational control but also lower financial risk, since partners are typically compensated only when revenue is generated.
That said, many organizations are reassessing whether certain channel activities should be retained, reshaped or brought into more direct coverage models. The decision often depends on how much control the organization needs over deployment, customer experience and ROI. CFOs are increasingly involved in evaluating whether broker, captive agent or fully direct models best support the firm’s risk‑return objectives.
Improved data visibility has made these decisions easier. With better dashboards, CRM integration and analytics tools, CFOs now have clearer insight into market share performance, incentive effectiveness and channel economics. This allows them to take a more informed, strategic role in channel decisions and ensure that partner initiatives are aligned with both growth and financial discipline.
