Political, Economic Changes Put A Premium On Adaptability

Courtesy of OneStream Software
"Future CFOs will be architects of resilience and growth, shaping their organizations to thrive in a world where adaptability and purpose are essential," says OneStream Software's CFO Bill Koefoed.

Donald Trump’s return to the White House and the end of uncertainty over U.S. elections raised CFO optimism last fall, according to our CFO Confidence Index. Starting next week, finance chiefs will begin to see whether their optimism was warranted. The gradual and possibly sudden shifts in federal business regulations, economic policies and U.S. handling of tense geopolitical relationships may bring a whole new level of instability.

The possibility of dramatic changes will require CFOs, other executive leaders and companies to be adaptable and forward-thinking, said Bill Koefoed, CFO of OneStream Software. But what needs to happen inside finance and other functions to enable the business and financial agility required?

Most CFOs have a lot of internal work to do to leverage data and technology to drive faster, informed decisions and ensure a resilience that allows the C-Suite to keep long-term objectives on track.

Our Katie-Kuehner Hebert spoke with Koefoed, a finance veteran with experience at B2B and consumer-facing software companies, about this year’s pressing demands on CFOs, how AI can provide some solutions and why new CFOs will need to deliver impact from day one.

What are the most pressing issues facing CFOs in 2025, and how can they adapt?

How we choose to adapt will shape our companies’ trajectories. One of the most impactful shifts I’ve seen from CFOs is transitioning from traditional to strategic budgeting. This approach prioritizes growth-driving initiatives and provides flexibility. By focusing on resource allocation that supports immediate priorities and future opportunities, a CFO can help their organization stay resilient and drive competitive advantage.

Attracting and retaining finance talent is also a pressing issue. With fewer graduates entering finance and a majority of CPAs reaching retirement, the office of the CFO faces a growing talent gap. This challenge is compounded by finance’s increasing demand for advanced analytical and technical skills. To address this, CFOs should partner with HR to invest in upskilling, flexible compensation models and the development of positive, motivating corporate cultures. Great talent enables finance to safeguard the stability and performance of the business.

Finally, the sheer volume of data at the CFO’s disposal presents a challenge. We released a report that found that while nearly three-quarters of business leaders believed data would be their organization’s greatest asset by 2035, over 70 percent of CFOs reported they struggle to prioritize growth amid the overwhelming influx of information. While data is a powerful enabler, it can quickly become a significant hurdle without a clear, data-driven strategy.

How will CFOs use AI to tackle some of these problems?

For CFOs, AI offers unparalleled opportunities to optimize operations, enhance decision-making and strengthen resilience. By leveraging AI-driven tools, we can make finance functions faster, more efficient, insightful and strategic.

Take forecasting and budgeting. AI-powered predictive analytics allows CFOs to identify trends, anticipate risks and generate more accurate projections—all in real-time. That means navigating economic uncertainty with greater confidence and adapting quickly to changes. In addition, routine tasks like expense management and financial reporting are becoming more streamlined, freeing up time for higher-value activities.

To maximize the benefits of AI, approach adoption strategically. Start small, focusing on areas where automation and data-driven insights can deliver the most value. Build your team’s confidence and expertise with AI tools and integrate them into your strategy. By embracing AI thoughtfully, finance can unlock efficiencies, improve decision-making and position the organization for sustainable growth.

How do you think the role of the CFO will evolve in the next 10 years?

The CFO role will only grow in influence. In fact, according to a global survey by OneStream, two-thirds of business leaders anticipate that the role of the CFO will be more critical in 2035 than it is today.

Over the next decade, I predict that CFOs will be at the forefront of business transformation, working to look around corners so their CEOs can make faster, smarter decisions. Future CFOs will be architects of resilience and growth, shaping their organizations to thrive in a world where adaptability and purpose are essential for success.

Considering that evolution, what advice would you give new CFOs about meeting the expectations of their peers and investors?

For new CFOs, my biggest advice is to build credibility and deliver impact from day one. Your peers and investors are looking for more than someone who can manage the numbers; they want a strategic leader who understands the business holistically.

In our Finance 2035 report, four out of five investors said that to invest in a company, they must have confidence that the CFO is an ambitious driver of corporate growth. That means diving deep into your company’s operations, market position and growth strategy to bring valuable insights to every conversation. As a CFO who recently led our company through going public, connecting the dots for investors and showing them we could take advantage of future trends was extremely important.

To meet expectations from the start of their tenure, new CFOs have to focus also on communication. While investors want confidence and transparency, peers expect clarity and alignment. It’s not just about reporting numbers; it’s about telling the story behind them, explaining the “why” and the “how” of decisions.

Leverage technology to work smarter and uncover deeper insights, but don’t lose sight of the importance of cross-organizational collaboration. The most successful CFOs inspire confidence, build partnerships and align financial strategies with bold visions for the future.


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