Gregory Fourel, CFO of Computer Generated Solutions, believes the effectiveness of a finance team hinges on its collaboration with functions outside of finance. Only then can a finance team and its leader fulfill the extraordinary expectations today’s CEOs and the rest of a company’s stakeholders have for the person in the CFO seat, Fourel says.
“To truly add value, we must engage daily with other functions—listening, understanding and identifying areas for improvement,” he says. Across 20-plus years in corporate finance, Fourel has amassed his own perspective of the traits, behaviors and mindset that contribute to a CFO’s effectiveness. In the following interview, he shares that perspective as well as his advice for the next generation of CFOs.
How do you see the role of the CFO evolving, and what skills or strategies will be most important in the future?
Rather than solely focusing on financial stewardship, modern CFOs now act as strategic advisors and drivers of transformation. The shift reflects the increasing complexity of today’s business environment. I continually remind my finance team that we cannot stay confined to a “finance bubble.”
I spend considerable time working closely with my finance team and the operations [people], ensuring we approach challenges collaboratively. This is not a one-person show but a collective effort to drive results and foster innovation.
As businesses increasingly rely on technology and outsourcing to streamline operations, today’s CFOs must develop a deep understanding of digital tools, including AI and advanced analytics. Additionally, many CFOs are now expected to manage operations, risk analysis and commercial connectivity while shaping the organization’s talent experience and culture. That last part includes sourcing and retaining talent with non-traditional skills that go beyond finance and effectively managing a workforce of both humans and machines.
What are the biggest challenges CFOs face, and how do you recommend they approach them?
Today’s CFOs face ongoing geopolitical uncertainty, path-changing technology, the frenetic growth of AI and the greater expectations placed on the finance chief role.
Balancing short-term financial resilience with long-term strategic growth is a constant challenge. To address this, I recommend that CFOs commit to data-driven decision-making. At CGS, for example, we are leveraging AI in our daily work to enhance efficiency. By transitioning to a global ERP system, we’ve collected data faster and more accurately. That allows finance to provide actionable intelligence to operations teams, supporting informed decision-making outside the financial realm.
What lessons have you learned from your career that other CFOs might benefit from?
One of the most valuable lessons I’ve learned is the importance of adaptability. Challenges and changes should be viewed as opportunities to revisit and improve our operations. It is crucial to challenge the status quo and strive for reinvention constantly. Engaging deeply with the business and spending time with operations can uncover areas for improvement and help assess risk.
Building and nurturing an exceptional team is equally vital. Internally, that means assembling a group with diverse skills to cover all areas of finance, accounting, tax and audit, while externally, it involves partnering with experts in areas like tax law. Create a collaborative team environment where members can challenge the status quo and suggest new ideas.
Finally, effective leadership requires that the CFO move beyond being a “boss” to become a true leader and mentor. By guiding and empowering your team, you inspire them to achieve their best.
Every challenge I’ve faced—a financial downturn, a geopolitical crisis or a period of rapid technological advancement—has been an opportunity to reassess priorities and build resilience. For today’s CFOs to succeed, they must adopt a forward-looking mindset, paired with humility and curiosity, to drive better outcomes consistently.
What advice would you give aspiring CFOs about succeeding in the role?
For aspiring CFOs, my advice is to learn continuously and remain curious about areas that go beyond finance. When executives deepen their understanding of operations, strategy and technology, they can contribute more significantly to the company. It is what top CEOs have come to expect from the CFO position.
Developing a strong personal brand as a communicator and leader is equally important: Your ability to inspire trust and articulate a clear vision is as essential as technical expertise in driving success.
