10 Ways the CFO Role is Evolving
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March 6, 2026
Budgeting, managing cashflows, improving balance sheets and taking on human resources functions are all in a day’s work for CFOs, but increasingly these gatekeepers are also in charge of artificial intelligence (AI) implementation, cybersecurity spending, insurance plan selection and more.
Here are 10 ways today’s CFOs manage it all:
1. Automate and Oversee Digital Improvements
“The roles and responsibilities of CFOs and finance directors are rapidly evolving in response to advancements in technology and software. Traditional tasks such as the monthly close process and financial reporting are increasingly streamlined through automation and process improvements. This shift is freeing time for more strategic, forward-looking planning. CFOs and finance directors are often at the forefront of driving system and process improvements, conducting efficiency reviews and implementing new software or custom solutions to eliminate redundant, repetitive and manual tasks. As a result, they are becoming key change agents within their organizations.”
Laura Whitman, CPA, MAcc, partner of advisory services at Withum
2. Incorporate a Holistic Management Style
“CFOs along with CEOs and CMOs (chief marketing officers) need to work together with a vast array of stakeholders, through investment in programs that give voice to a diverse array of opinions and, most importantly, those who hold them. Modern CFOs need to take a holistic approach to their role, and not be laser focused just on finance. This is not only to avoid expensive pitfalls before going to market, but to tap into new markets altogether and sustain relationships in ones long held. This is most powerfully seen in collaborative decision-making rather than compromise, empowering individuals’ and teams’ success as a driver of organizational success.”
Shana Francesca, speaker, founder and CEO of Concinnate LLC
3. Put Renewed Focus on Costs
“Cost optimization tactics remain a primary challenge, but the focus has shifted. CFOs are expected to do more than reduce spending; they must redirect resources to areas that protect margins, improve resilience and support growth. The most effective approach is disciplined prioritization — funding initiatives that deliver clear business value while eliminating low-impact or duplicative costs.”
Sal Schibell, CPA, CFP®, MBA, MST, tax partner at Lawson, Rescinio, Schibell & Associates, P.C.
4. Optimize Data Security and Privacy
“They are also being challenged to stay current with emerging technologies and best practices in accounting. Their roles increasingly include oversight of cybersecurity policies and broader risk management initiatives, due to the growing reliance on digital systems and the rising threat of cyberattacks. Collaboration across departments, such as HR, IT, operations, sales and more, is becoming a standard part of their remit, reinforcing their position as strategic partners in organizational growth.”
Laura Whitman, CPA, MAcc, partner of advisory services at Withum
5. Strategically Implement AI
“Artificial intelligence adoption is accelerating across finance, particularly in automation and forecasting, yet confidence in its impact remains uneven. CFOs should avoid broad, undefined AI investments and instead concentrate on specific use cases with measurable outcomes, such as improving forecast reliability or reducing cycle times. Strong governance, clear ownership and alignment with business goals are essential to turning technology into results.”
Sal Schibell, CPA, CFP®, MBA, MST, tax partner at Lawson, Rescinio, Schibell & Associates, P.C.
6. Model Risk for All Scenarios
“Rapid technological advancement has increased competition and created more volatile business environments, where circumstances can change quickly. Thus, many organizations need help modeling both downside risk and upside growth scenarios. Fractional CFOs, for example, are often engaged to answer questions around liquidity, capital allocation and how to scale efficiently when a product or service gains traction, while avoiding over-leverage.”
Brandon Ventura, CPA, founder and CEO, Ventura Consulting Group, LLC
7. Manage Talent
“Talent management is another pressure point. Competition for skilled finance professionals continues, while the skills required are evolving. CFOs should invest in upskilling, modern career paths and workplace flexibility to retain talent and build future-ready teams.”
Sal Schibell, CPA, CFP®, MBA, MST, tax partner at Lawson, Rescinio, Schibell & Associates, P.C.
8. Communicate and Translate Data to Others
“There is also a greater emphasis on how a CFO leads an organization from a cultural perspective. Gone are the days when CFOs could close their doors at the end of a quarter and parse numbers without thinking about how to communicate the information pragmatically to the board, broader management team and employees.”
Landon Cortenbach, Corporate Finance Institute (CFI), from the article, “The Evolving Role of Chief Financial Officers” (corporatefinanceinstitute.com) 2026
9. Drive Growth
Historically, the CFO position has been an even balance of compliance-focused, historical reporting and forward-looking strategic insight. However, as technology continues to automate and streamline reporting and compliance, that portion of the role is shrinking, while the strategic and forward-looking responsibilities are expanding.
Brandon Ventura, CPA, founder and CEO, Ventura Consulting Group LLC
10. Foster Organizational Resilience
“The role of the CFO has and will continue to shift from that of value engineering to value creation, achieved through collaborative and strategic investment in organizational resilience. In short, the CFO has become an integral part of fostering environments where profitability is inevitable, where failure is understood as part of the iterative nature of success, and where data, along with grounded humane curiosity, is used to guide the pivots necessary along the way to achieve enduring profitability.”
Shana Francesca, speaker, founder and CEO of Concinnate LLC
CFOs are highly valued for their board-level input, and with demands on their time intensifying, they will continue to be tapped for the chief operating officer (COO), CEO or other roles. Those who are already sharing some of these strategic functions will be ahead of the game.
 | Brandon M. VenturaBrandon Ventura, CPA, is the founder and CEO of Ventura Consulting Group, LLC. He is a member of the NJCPA. More content by Brandon M. Ventura: |
Laura WhitmanLaura Whitman, CPA, MAcc, is a partner at Withum and is a member of the NJCPA. |
 | Salvatore M. SchibellSalvatore Schibell, CPA, CFP®, CGMA, MST, MBA, is the tax partner at Lawson, Rescinio, Schibell & Associates, P.C. He is a member of the NJCPA Federal Taxation and State Taxation interest groups. More content by Salvatore M. Schibell: |
Shana FrancescaShana Francesca is a keynote speaker and founder and CEO of Concinnate LLC. |