Time To Reignite Growth Plans

Courtesy of Armanino
"CFOs see growth around the corner and are weighing whether to hire another person or invest more in automation," says Armanino's Dean Quiambao.

Will a business-friendlier approach from Washington stimulate business growth and investment this year? Dean Quiambao, a partner at Armanino Advisory, says there are early signs C-suites are already acting on that hypothesis.

“Many CFOs are shifting from a mindset of ‘cut, cut, cut’ to ‘we have cut as far as we can, now we need to reignite our growth plan,'” Quiambao says. Lower corporate taxes, more domestic production of energy and new policies from Washington to combat unfair trade and currency policies by other nations, just to name three, could benefit a number of U.S. industries. A software regulatory climate from a Republican administration could also boost the U.S. economy.

However, shifting into growth mode will likely involve investments in people and technology. How can CFOs do that without giving up hard-won gains in profitability? Quiambao has some thoughts.

How are CFOs and their boards of directors adapting strategic plans in response to the incoming White House administration? 

CFOs, it’s time to accelerate your strategic plans in the wake of the recent election and expectations of a pro-business administration. Many boards I work with are pushing forward discussions around IPOs or M&A activity—timelines previously on hold. They recognize that we will likely see a more favorable environment for business growth and investment over the next four years. 

For example, with Gary Gensler stepping down as SEC Chair, the regulatory landscape could be much different under someone like [Trump nominee] Paul Atkins. That could make it a prime time to consider going public.

It’s not about slashing budgets anymore—it’s about identifying opportunities to invest in talent, technology and strategic initiatives to position your organization to capitalize on this new roaring 20s!   

What kind of strategic investments, including technology, should CFOs prioritize to drive growth and efficiency in this economy? 

Upskilling the workforce is essential—prepare your teams to meet the demands of a rapidly changing business landscape. At the same time, technology is the linchpin for driving both growth and efficiency. 

Many organizations are exploring how to integrate AI and automation into their operations. This isn’t about adopting technology for its own sake; it’s about finding practical applications to solve specific challenges. 

For example, AI can streamline repetitive processes like accounts payable, while advanced CRM tools can help deepen customer relationships and unlock additional revenue opportunities. Acquire these tools but also ensure they’re used to their full potential. 

I’ve spoken with CFOs who are reexamining their tech stacks—upgrading ERP systems, fine-turning approaches to automation and finding ways to get more out of existing data. They see growth around the corner and are weighing whether to hire another person or invest more in automation. 

This dual approach of optimizing current systems and investing in new technologies ensures an organization builds a scalable, efficient foundation for growth. By combining a focus on people and technology, organizations position themselves to thrive in the years ahead. 

What else should CFOs be rethinking this year?  

It’s time to reassess the value your service providers bring. I’ve heard from several CFOs who feel like they’re just another number at larger firms—attracted initially by a discounted price but ultimately left feeling unimportant.  

My advice is simple: Choose partners who treat you as a priority and who have the expertise to grow with your company. As one CFO told me, “Why am I working with someone who doesn’t have the time to care about me?” That’s a sentiment I hear more and more. A reassessment isn’t about cutting costs but aligning relationships with strategic goals. Consolidate your relationships, find the right fit and ensure every partnership adds value. 

How can CFOs effectively build their brands? Why is it important? 

My message to CFOs: If you think your work will speak for itself, think again. Personal branding is not just for salespeople or marketers—it’s for all of us. You have a unique perspective, and a wealth of experience people want to hear about. Whether appearing on podcasts, writing thought leadership pieces or participating in industry events, you have countless ways to share your story. 

Many CFOs feel uncomfortable with self-promotion but let me tell you: the days of staying in the background are over. A strong personal brand doesn’t just help you; it helps your company. It builds credibility, attracts talent and positions you as a leader in your field. So, step out of your comfort zone and start telling your story. 

The CFO job market is tough, and the competition is fierce. If you’re struggling to land a role, you need to rethink your approach. A strong personal brand is the difference between waiting for an opportunity and having opportunities come to you. 

If you’re in between roles, consider fractional CFO work. It keeps you engaged, builds your network and showcases your expertise. But ultimately, branding is about positioning yourself as a thought leader. Invest in your brand, showcase your value and you’ll stand out in even the most competitive markets. 


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