8-Key Drivers of CFO Effectiveness Assessment

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Name* This field is required.
First Name
Last Name
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Email* This field is required.We will use your email to deliver your results
example@example.com
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Phone NumberOptional - sometimes helpful if you'd like to discuss your results
Please enter a valid phone number.
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City & State* This field is required.
City where you are located
State where you are located
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Which best describes your current role?* This field is required.Used for benchmarking purposes only
Fractional CFO
Interim CFO
Full Time CFO
Retired CFO
Finance Leader but not a CFO
Other
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How long have you had the title of CFO?* This field is required.Used for benchmarking purposes only
0 to 2 Years
2 to 5 Years
6 to 10 Years
11 to 20 Years
20+ Years
Prefer not to answer
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Are you a CPA?* This field is required.Used for benchmarking purposes only
Yes
No
Inactive
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How did you first learn about the CFO Effectiveness Assessment?* This field is required.
Please Select
Please Select
LinkedIn
Referral
Email invitation
Event
CFO Executive Summit
Peer Group
Web Search
Other
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What prompted you to take this assessment today?Optional — helps us understand how CFOs are using the tool.
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Assessment Instructions
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What This Assessment Will Help You Understand

This assessment is designed to help you step back and evaluate how you are currently operating across the 8 Key Drivers of CFO Success. It focuses on your knowledge, performance, and leadership effectiveness—not on theory, titles, or tenure.

The intent is not to grade you, but to provide a clear, structured view of:

Where you are performing strongly today

Where gaps may exist that are limiting your effectiveness

Where focused improvement would have the greatest impact

The questions are grounded in real CFO responsibilities and are designed to reflect how the role actually shows up inside an organization.

What to Expect While Taking the Assessment

You will be asked a series of scenario-based questions across eight key areas of the CFO role. For each question, select the response that most closely reflects how things operate today, not how you would like them to operate in the future.

There are no “right” or “wrong” answers. The value of the assessment comes from answering candidly.

Most CFOs complete the assessment in 15–20 minutes.

You will see a progress indicator so you know how far along you are as you go.

What You’ll Receive at the End

At the conclusion of the assessment, you will receive a personalized results summary that includes:

An overall effectiveness profile based on your total score

A driver-by-driver view showing how you are currently performing across each of the 8 Key Drivers

Practical, development-oriented guidance aligned to your results

The output is designed to help you identify where to focus next, whether that’s strengthening strategic influence, building team depth, improving decision frameworks, or preparing for long-term value creation.

A Final Note Before You Begin

This assessment is most valuable when you answer based on your current reality. If you are between roles, recently joined an organization, or operating in a constrained environment, answer based on how the role is functioning today.

Your responses are confidential and used to provide insight—not evaluation.

When you’re ready, begin the assessment.
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Strategic Financial Alignment

Strategic Financial Alignment measures the CFO’s ability to ensure that financial strategy actively supports and advances the company’s business strategy. It evaluates whether finance is aligned to where the business is going, how effectively tradeoffs are understood, and whether financial insight influences decisions in a way that improves execution and long-term outcomes.

This driver focuses on capability, judgment, and performance, not intent.
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How effectively does your financial strategy support and reinforce the company’s overall business strategy?* This field is required.
Financial activity is primarily centered on budgeting, forecasting, and reporting. Financial planning runs in parallel to strategic planning, and connections between the two occur informally rather than through an integrated process.
Financial plans generally reflect the company’s stated strategic direction, but alignment occurs after strategic choices are made rather than during strategy formation.
Financial strategy is aligned with business priorities, though legacy spending, historical commitments, or past investment choices influence how flexibly resources can shift.
Financial strategy and business priorities are connected through recurring planning and review discussions, where tradeoffs and resource implications are evaluated with leadership.
Financial strategy and business strategy are developed and reviewed through a shared decision process. Financial framing is used to sequence priorities, shape alternatives, and guide long-term execution.
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How well are strategic priorities translated into financial plans and resource allocation decisions?* This field is required.
Resource allocation largely follows prior-year budgets and functional ownership, with limited structured reassessment against strategic priorities.
Strategic initiatives receive funding when capacity allows, but reallocations tend to occur incrementally or in reaction to emerging needs.
Resources are generally directed toward priority areas, though shifting funding away from legacy activities is slow or requires significant advocacy.
Financial plans and resource allocations are periodically adjusted based on performance and priority shifts, with structured review of tradeoffs.
Capital and operating resources are allocated through a deliberate process that weighs strategic importance, expected contribution, and timing across competing initiatives.
15
How effectively does the leadership team understand the financial implications of strategic decisions?* This field is required.
Financial implications are primarily analyzed within finance, and understanding across leadership varies by individual familiarity with financial concepts.
Leaders understand the high-level financial impact of major decisions, though nuances and tradeoffs are often simplified or discussed selectively.
Leaders generally understand the financial tradeoffs relevant to their areas, while alignment across functions depends on how information is shared.
Financial implications are explained and discussed through leadership forums, creating a common understanding that informs most strategic choices.
Financial implications are routinely incorporated into leadership discussion, with tradeoffs, risk, and resource effects considered as part of decision-making rather than after decisions are formed.
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How effectively do you identify and address misalignment between strategy and financial reality?* This field is required.
Misalignment is typically recognized after performance outcomes differ from expectations.
Potential gaps are identified during periodic reviews, though action is often delayed until the impact becomes clearer.
Misalignment is identified earlier through monitoring, but the pace of corrective action varies based on timing, priorities, or leadership alignment.
Finance regularly reviews assumptions, trends, and operating results, and raises recommended adjustments when strategy and financial reality begin to diverge.
Finance actively anticipates emerging misalignment by stress-testing assumptions and scenarios, helping leadership recalibrate priorities, expectations, or resource commitments before outcomes are materially affected.
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How effectively does finance influence strategic planning and prioritization discussions?* This field is required.
Finance’s role in planning discussions is primarily to validate assumptions and assess feasibility once direction is proposed.
Finance provides analysis and perspective during planning, but influence on the final prioritization of initiatives is limited.
Finance influences planning in areas where financial exposure or capital requirements are significant, with variable influence elsewhere.
Finance participates as a thought partner in planning discussions and contributes meaningfully to how priorities are shaped and sequenced.
Finance plays an integral role in framing options, sequencing initiatives, and aligning strategic choices with capacity, timing, and resource constraints.
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How clearly is financial success defined and reinforced across the organization?* This field is required.
Financial success is primarily interpreted as achieving budget or forecast outcomes.
Financial goals exist, but success metrics are interpreted differently across leaders and functions.
Success metrics are defined and tracked, though they are not consistently reinforced in day-to-day decisions or performance discussions.
Financial success is defined with clear metrics and regularly communicated to guide decisions and accountability.
Financial success metrics are widely understood and referenced in tradeoffs, performance conversations, and execution decisions across the organization.
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Drive Growth & Profitability

Drive Growth & Profitability measures the CFO’s ability to translate financial insight into sustainable revenue growth, margin expansion, and disciplined execution. This driver evaluates whether finance is actively shaping growth strategy, clarifying unit economics, and enforcing ROI discipline—or primarily reporting outcomes after decisions are made.

The focus is on knowledge, judgment, and performance in identifying where growth truly comes from and ensuring it improves—not erodes—profitability.
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How clearly does the organization understand its primary drivers of profitability?* This field is required.
Profitability is viewed primarily at an aggregate level, with limited insight into which customers, products, or channels truly drive returns.
Key profitability drivers are generally understood, but measurement is inconsistent or too high-level to guide decisions.
Major profitability drivers are identified and tracked, though insights are not consistently applied across the organization.
Profitability drivers are well-defined, measured, and regularly referenced in planning and decision-making.
There is a shared, organization-wide understanding of profitability drivers, and decisions are routinely made to strengthen them.
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How effectively does finance influence revenue growth strategy?* This field is required.
Revenue growth strategy is largely developed outside of finance, with finance providing reporting support after decisions are made.
Finance provides analysis on growth initiatives but has limited influence on which opportunities are pursued.
Finance influences select growth decisions, particularly those with clear financial risk or investment requirements.
Finance actively evaluates growth opportunities and helps prioritize initiatives based on financial impact and feasibility.
Finance plays a central role in shaping revenue growth strategy, including pricing, customer focus, and investment priorities.
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How well are growth initiatives evaluated for margin and profitability impact?* This field is required.
Growth initiatives are primarily evaluated on revenue potential, with limited focus on margin or long-term profitability.
Margin impact is reviewed, but tradeoffs are often accepted without clear thresholds or discipline.
Margin implications are understood, though enforcement varies depending on urgency or leadership sponsorship.
Growth initiatives are evaluated with clear margin expectations and financial guardrails.
Growth decisions consistently balance revenue expansion with disciplined margin and profitability outcomes.
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How effectively does finance use customer and product-level data to guide decisions?* This field is required.
Decisions are primarily made using aggregated financial results, with limited customer or product-level insight.
Some customer or product-level analysis exists, but it is not consistently used to inform decisions.
Detailed analysis is available, though its use in decision-making varies by function or initiative.
Customer and product-level profitability analysis actively informs pricing, investment, and go-to-market decisions.
Granular profitability insights are embedded in planning and are routinely used to shape growth strategy.
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How effectively does finance monitor and respond to changes in customer behavior that affect growth?* This field is required.
Changes in customer behavior are identified after they impact financial results.
Some trends are monitored, but responses are largely reactive.
Customer behavior is tracked, though insights are not always translated into timely action.
Finance proactively analyzes customer trends and flags emerging risks or opportunities.
Customer behavior insights are used to anticipate change and guide strategic adjustments ahead of impact.
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How disciplined is the evaluation of return on investment (ROI) for growth initiatives?* This field is required.
ROI is rarely evaluated beyond initial approval.
ROI is reviewed informally or inconsistently after investments are made.
ROI is tracked for major initiatives, though follow-through and accountability vary.
ROI is consistently measured and reviewed, informing future investment decisions.
ROI discipline is embedded in the culture, with finance leading accountability and continuous improvement.
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Balance Risk & Innovation

Balance Risk & Innovation measures the CFO’s ability to protect the organization from material downside risk while enabling thoughtful innovation and long-term opportunity creation. This driver evaluates whether finance provides clear guardrails that support informed experimentation—or whether risk management and innovation exist in tension, limiting one or the other.

The focus is on the CFO’s judgment, structure, and discipline in balancing near-term stability with long-term competitiveness.
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How clearly are financial and operational risks identified, prioritized, and communicated?* This field is required.
Risks are typically identified informally or after issues emerge, with limited prioritization or shared understanding.
Major risks are known, but prioritization is inconsistent and communication varies across leadership.
Key risks are documented and reviewed, though prioritization and mitigation efforts are uneven.
Risks are clearly identified, prioritized, and regularly communicated to leadership.
Risk identification and prioritization are embedded in planning and decision-making, with clear ownership and mitigation strategies.
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How effectively does finance support innovation initiatives without exposing the organization to unacceptable risk?* This field is required.
Innovation is viewed primarily as a financial risk, and finance involvement often slows or limits experimentation.
Finance supports innovation cautiously but lacks a structured approach to balancing upside and downside.
Finance supports select innovation initiatives, though criteria and guardrails are inconsistently applied.
Finance provides clear financial frameworks that enable innovation within defined risk boundaries.
Finance actively enables disciplined innovation by defining guardrails that encourage experimentation while managing exposure.
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How well does the organization balance short-term financial performance with long-term innovation objectives?* This field is required.
Short-term financial pressures routinely crowd out innovation efforts.
Innovation is supported when performance allows, but often deferred during periods of pressure.
There is an intention to balance short- and long-term priorities, though execution is inconsistent.
Tradeoffs between near-term performance and long-term innovation are explicitly evaluated and managed.
The organization consistently sustains innovation efforts while maintaining financial discipline, even during periods of pressure.
30
How clearly is the organization’s risk tolerance defined and applied?* This field is required.
Risk tolerance is largely implicit and varies by situation or leader.
Risk tolerance is discussed but not formally defined or consistently applied.
Risk tolerance is defined, though application varies across initiatives.
Risk tolerance is clearly defined and applied consistently in decision-making.
Risk tolerance actively guides strategic decisions, investment levels, and innovation choices across the organization.
31
How effectively are risks associated with innovation initiatives monitored and managed after approval?* This field is required.
Once approved, innovation initiatives receive limited ongoing risk monitoring.
Risks are reviewed periodically, but accountability for mitigation is unclear.
Risks are monitored, though adjustments are not always timely or decisive.
Risks are actively monitored with clear escalation and adjustment mechanisms.
Innovation initiatives include built-in monitoring and learning loops that inform ongoing investment decisions.
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How effectively does finance influence leadership’s approach to risk-taking and innovation?* This field is required.
Finance is primarily viewed as risk-averse, limiting innovation discussions.
Finance tempers risk but rarely reframes discussions around opportunity.
Finance balances caution and opportunity in select discussions.
Finance shapes a balanced dialogue around risk and opportunity across leadership.
Finance elevates risk-thinking as a strategic capability that enables better innovation and decision-making.
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Foster a Data-Driven Culture

Foster a Data-Driven Culture measures the CFO’s ability to ensure that accurate, relevant, and timely data informs decisions across the organization—not just within finance. This driver evaluates whether data is trusted, accessible, and actively used to guide decisions, anticipate change, and improve execution.

The focus is on the CFO’s capability to institutionalize data as a management tool, not merely to produce reports.
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How reliable and trusted is the financial and operational data used for decision-making?* This field is required.
Data accuracy is frequently questioned, and decisions often require reconciliation or manual adjustments before they can be trusted.
Core financial data is generally reliable, but operational or customer data is inconsistent or disputed.
Most data is reliable, though exceptions exist that limit confidence in certain analyses.
Data integrity is strong and generally trusted across leadership and functional teams.
Data reliability is high, actively monitored, and continuously improved, enabling confident decision-making at all levels.
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How effectively is data used outside of the finance function to inform decisions?* This field is required.
Data is primarily used within finance, with limited adoption by other functions.
Select leaders use data, but usage is inconsistent or dependent on individual capability.
Data is available to most functions, though usage varies by team or initiative.
Data is regularly used across leadership to inform planning and execution decisions.
Data-driven decision-making is embedded across functions and actively reinforced by leadership.
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How effectively does finance use data and analytics to anticipate future trends and risks?* This field is required.
Analytics are largely backward-looking, focused on historical performance.
Some forward-looking indicators exist, but predictive insight is limited.
Forecasting and trend analysis are used, though confidence and adoption vary.
Predictive analytics regularly inform planning and risk identification.
Data and analytics are used to anticipate change and proactively guide strategic decisions.
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How accessible and actionable is data for leaders and managers?* This field is required.
Access to data is limited, manual, or dependent on finance support.
Data is available, but tools or formats make it difficult to interpret or act on.
Dashboards and reports exist, though usage and relevance vary.
Data is accessible, timely, and aligned to decision-making needs.
Data access is intuitive and designed to drive action, accountability, and insight.
38
How effectively does the CFO promote data literacy and analytical capability across the organization?* This field is required.
Data literacy is not an explicit focus, and reliance on intuition is common.
Some informal coaching occurs, but expectations are unclear.
Data literacy is encouraged, though capability varies by role or function.
The CFO actively promotes data fluency and supports analytical capability development.
Data literacy is embedded in leadership expectations, performance discussions, and decision processes.
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Manage Stakeholder Relationships

Manage Stakeholder Relationships measures the CFO’s ability to build trust, credibility, and alignment with key stakeholders, including the CEO, board, investors, lenders, and other external partners. This driver evaluates whether the CFO communicates clearly, manages expectations effectively, and uses financial insight to strengthen relationships—especially during periods of uncertainty or change.

The focus is on performance and judgment, not personality or likability.
40
How effectively do you communicate financial performance and outlook to key stakeholders?* This field is required.
Communication is primarily focused on reporting results, with limited context or forward-looking insight.
Stakeholders receive updates, but messaging often lacks clarity around implications and tradeoffs.
Financial performance and outlook are generally communicated clearly, though depth varies by audience.
Communication is clear, timely, and tailored to stakeholder needs, supporting informed discussion.
Financial communication consistently builds confidence, sets expectations, and enables constructive decision-making.
41
How effectively do you build and maintain trust with the board and investors?* This field is required.
Trust is primarily transactional and focused on meeting reporting requirements.
Relationships are generally positive, but engagement is limited outside of formal meetings.
Trust is established, though engagement tends to be reactive rather than proactive.
Strong working relationships exist, with regular, proactive engagement.
The CFO is viewed as a trusted advisor who strengthens confidence and alignment at the board and investor level.
42
How effectively do you manage stakeholder expectations during periods of uncertainty or change?* This field is required.
Stakeholders are informed after changes occur, often resulting in surprise or concern.
Some advance communication occurs, but expectations are not always well-managed.
Stakeholders are generally informed, though clarity and timing vary.
Expectations are proactively managed through transparent and timely communication.
The CFO consistently anticipates stakeholder concerns and manages expectations in a way that preserves trust and credibility.
43
How effectively do you incorporate stakeholder feedback into financial planning and decision-making?* This field is required.
Stakeholder feedback is acknowledged but rarely influences decisions.
Feedback is considered selectively, often informally.
Feedback is incorporated when aligned with existing plans.
Stakeholder input is actively considered and informs planning and decisions.
Stakeholder feedback meaningfully shapes financial strategy and execution priorities.
44
How effectively do you represent the company’s financial position and strategy externally?* This field is required.
External representation is limited to required disclosures or reactive conversations.
The CFO participates externally but messaging lacks consistency or strategic framing.
External messaging is generally accurate, though not always strategic.
The CFO represents the company clearly and credibly in external financial discussions.
The CFO consistently enhances the company’s credibility and reputation through clear, confident external financial leadership.
45

Continuous Skills Development

Continuous Skills Development measures the CFO’s ability to intentionally develop the knowledge, skills, and capabilities required to remain effective as the role evolves. This driver evaluates whether the CFO is keeping pace with changes in finance, technology, regulation, and leadership expectations—and whether learning is deliberate, relevant, and applied.

The focus is on ongoing capability growth, not credentials or tenure.
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How intentionally do you manage your own professional development as a CFO?* This field is required.
Skill development is largely reactive, driven by immediate issues or gaps rather than a plan.
Some development occurs, but it is informal and inconsistent.
Development efforts are intentional, though competing priorities limit consistency.
Professional development is planned and aligned with the evolving demands of the CFO role.
Continuous development is deliberately managed, with clear focus on building future-ready capabilities.
47
How well do you stay current on emerging trends and expectations in the CFO role?* This field is required.
Awareness of emerging trends is limited and largely incidental.
Some awareness exists, but understanding is surface-level.
Key trends are understood, though integration into practice varies.
Emerging trends are actively monitored and incorporated into how the role is performed.
The CFO anticipates changes in the role and adapts skills and approach ahead of demand.
48
How effectively do you leverage technology to enhance your performance as a CFO?* This field is required.
Technology is primarily used for basic reporting and transaction processing.
Some tools are used to improve efficiency, though adoption is uneven.
Technology supports key aspects of the role, but capabilities are not fully leveraged.
Technology is intentionally used to improve insight, speed, and decision-making.
The CFO actively leverages technology to elevate the finance function and personal effectiveness.
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How adaptable are you to changes in the financial, regulatory, and business environment?* This field is required.
Adaptation occurs slowly and primarily in response to pressure.
Changes are addressed, but often after disruption occurs.
Adaptation is generally effective, though not always proactive.
The CFO adjusts quickly to change and helps others navigate it.
Adaptability is a strength, enabling the organization to respond effectively to evolving conditions.
50
How well do you apply new skills and knowledge to improve outcomes?* This field is required.
Learning rarely translates into meaningful changes in practice.
Some learning is applied, but impact is limited.
New skills are applied selectively, with mixed results.
Learning is regularly applied to improve decisions and performance.
Continuous learning consistently results in improved outcomes and effectiveness.
51

Mentor & Team Development

Mentor & Team Development measures the CFO’s ability to build, develop, and lead a finance organization that can perform at a high level without over-reliance on the CFO personally. This driver evaluates whether the CFO is growing people, creating depth, and establishing accountability—or functioning as the primary bottleneck for decision-making and execution.

The focus is on leadership leverage, bench strength, and sustainability.
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How strong and capable is your finance leadership bench today?* This field is required.
The finance function relies heavily on the CFO for most decisions, with limited leadership depth beneath the role.
Some capable individuals exist, but key responsibilities and judgment remain centralized.
There is emerging leadership within finance, though capability varies by role or individual.
The finance team includes strong leaders who can own decisions and drive execution.
The finance organization has a deep, capable leadership bench that can operate effectively with minimal CFO intervention.
53
How effectively do you delegate responsibility and decision-making within the finance team?* This field is required.
Most decisions and approvals flow through the CFO, limiting team autonomy.
Some delegation occurs, but critical decisions remain tightly controlled.
Responsibilities are delegated, though the CFO often steps in to course-correct.
Clear accountability exists, and team members are trusted to make decisions within defined boundaries.
Decision-making is appropriately distributed, enabling speed, ownership, and development.
54
How intentionally do you develop the skills and capabilities of your finance team?* This field is required.
Development is largely informal and driven by immediate needs.
Some development occurs, but it is inconsistent or reactive.
Development efforts are intentional, though not always tied to long-term needs.
Skill development is planned and aligned with future role requirements.
The CFO actively mentors and develops the team to meet both current and future organizational needs.
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How prepared is the finance organization for continuity if you were unavailable?* This field is required.
The organization would struggle to operate effectively without the CFO.
Basic continuity exists, but key decisions would stall.
Short-term continuity is manageable, though longer-term gaps remain.
The team can sustain performance and decision-making for an extended period.
Succession readiness is strong, with clear coverage and leadership depth in place.
56
How well does the finance team take ownership and accountability for outcomes?* This field is required.
Accountability is limited, with issues frequently escalated to the CFO.
Ownership exists for tasks, but not always for outcomes.
Team members are accountable, though follow-through varies.
Clear ownership and accountability drive consistent performance.
The finance team consistently owns outcomes and proactively addresses issues without CFO intervention.
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Ensure Long-Term Value Creation

Ensure Long-Term Value Creation measures the CFO’s ability to make financial decisions that strengthen the company’s durability, scalability, and enterprise value over time—not just near-term performance. This driver evaluates whether the CFO is actively positioning the organization to remain competitive, resilient, and attractive to future stakeholders, regardless of whether an exit, liquidity event, or ownership transition is imminent.

The focus is on foresight, discipline, and stewardship.
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How effectively do financial decisions balance short-term performance with long-term value creation?* This field is required.
Decisions are primarily driven by short-term financial targets, with limited consideration of long-term implications.
Long-term considerations are acknowledged, but near-term pressures frequently take precedence.
There is an effort to balance short- and long-term priorities, though execution varies.
Financial decisions consistently consider long-term value alongside short-term performance.
Long-term value creation is a clear and consistent lens for financial decision-making across the organization.
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How effectively do you steward the company’s balance sheet and capital structure for future flexibility?* This field is required.
Capital structure decisions are largely reactive and driven by immediate needs.
Balance sheet management is prudent, but flexibility is not intentionally optimized.
Capital structure is managed with an eye toward stability, though optionality is limited.
Balance sheet decisions intentionally preserve flexibility and support strategic options.
Capital structure is actively managed to enhance resilience, optionality, and long-term value.
60
How scalable and future-ready are the company’s financial systems and processes?* This field is required.
Systems and processes are adequate for current needs but create friction as the company grows.
Some improvements have been made, though scalability remains a concern.
Core systems can support growth, though gaps and workarounds exist.
Financial systems and processes are designed to scale with the business.
The finance infrastructure is highly scalable, enabling growth without disproportionate complexity or risk.
61
How prepared is the organization for future ownership, leadership, or liquidity transitions?* This field is required.
Little planning exists for future transitions.
Some consideration has been given, but plans are informal or incomplete.
Transition planning exists, though execution readiness varies.
The organization is thoughtfully preparing for potential transitions.
Transition readiness is embedded in planning, governance, and financial strategy.
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How effectively do financial decisions strengthen the company’s long-term competitiveness and resilience?* This field is required.
Decisions prioritize immediate results, even when they weaken long-term competitiveness.
Some decisions support resilience, but tradeoffs are not always explicit.
Competitiveness is considered, though not consistently reinforced.
Financial decisions actively strengthen the company’s ability to compete and adapt.
The CFO consistently guides decisions that enhance resilience, adaptability, and sustainable value creation.
63
Which best describes your organization’s industry?* This field is required.Used for benchmarking purposes only
Please Select
Please Select
Prefer not to answer
Manufacturing
Distribution / Logistics
Technology / SaaS
Healthcare / Life Sciences
Professional Services
Construction
Financial Services
Other
64
Is the company:* This field is required.Used for benchmarking purposes only
Privately Owned
Public
PE Backed
Family Enterprise
Not for Profit
Prefer not to answer
65
What best describes your company’s annual revenue?* This field is required.Used for benchmarking purposes only
Under $10 million
$10 to $25 million
$25 to $50 million
$50 to $100 million
$100 to $250 million
$250 to $500 million
Over $500 million
Prefer not to answer
66
What best describes your company's employee headcount?Used for benchmarking purposes only
1-10
11-50
51-200
201-500
501-1,000
1,001-5,000
5,001-10,000
More than 10,000
67
What other functions do you manage?* This field is required.Used for benchmarking purposes only
HR
IT
Operations
Legal, Compliance, Risk
Other
Prefer not to answer
68
How many people do you manage?* This field is required.Used for benchmarking purposes only
Just myself
1 to 5
6 to 10
11 to 25
26 or more
Prefer not to answer
69
Your Company NameWe will not share results with your company
70
Your Profile
71
Your Driver-Level Results

Profile-Matched Guidance

Each section below reflects how CFOs typically operate at your score level for that driver, along with clear guidance on what closing the gap looks like in practice.
72
Strategic Financial Alignment Score
73

Foundational: 0–39

Your results suggest that financial strategy primarily supports the business from an operational standpoint rather than shaping direction. Finance is aligned with stated priorities, but involvement often begins after strategic decisions have already been made.

In practice, this means that financial tradeoffs around growth, risk, and capacity are addressed later in the process, when options are already constrained. While this approach maintains momentum, it can limit flexibility and increase downstream execution risk.

To improve effectiveness in this area, focus on increasing early involvement in strategic discussions. The goal is not to slow decisions, but to ensure financial insight helps frame choices before commitments are made.
74

Functional: 40–59

Your financial strategy is aligned with the business and contributes meaningfully once direction is established. Finance provides clarity, feasibility, and discipline, particularly around execution and performance tracking.

However, influence may vary depending on timing or leadership dynamics. In some cases, finance shapes outcomes; in others, it validates them after the fact. This inconsistency can dilute the impact of otherwise strong financial leadership.

To progress, focus on consistently engaging earlier in strategic planning—especially where sequencing, resourcing, and tradeoffs will materially affect results.
75

Strategic: 60–79

Finance plays a strong role in aligning strategy with financial reality. Tradeoffs are understood, and your perspective materially influences key decisions. Strategic priorities are reinforced through financial planning and resource allocation.

At this level, the primary opportunity is sustainability. If alignment depends too heavily on your personal involvement, it may weaken as the organization grows or leadership changes.

To continue advancing, embed strategic financial alignment into planning processes, decision frameworks, and leadership routines so it persists without direct intervention.
76

Transformational: 80–100

Financial strategy is fully integrated with business strategy. Finance actively shapes direction, execution, and long-term outcomes, and alignment is embedded across the organization.

The focus at this level is not improvement, but evolution. As the business changes, alignment mechanisms must evolve as well.

Continue refining financial frameworks to ensure they remain relevant as strategy, scale, and complexity increase.
77
Drive Growth & Profitability Score
78

Foundational: 0–39

Your results indicate that growth is supported, but profitability drivers are not yet clearly understood or consistently managed. Finance tracks revenue performance, but insight into which customers, products, or initiatives truly drive sustainable profit is limited.

In practice, growth initiatives may move forward based on opportunity or urgency, with margin and ROI considerations addressed later. This can lead to revenue growth that strains profitability.

To improve effectiveness, focus on clarifying unit economics and bringing margin and ROI discipline into growth discussions earlier.
79

Functional: 40–59

Key profitability drivers are understood, and finance contributes analysis to growth initiatives. However, enforcement of margin discipline and ROI expectations may vary depending on leadership support or time pressure.

This inconsistency can allow growth momentum to outpace profitability discipline, creating uneven results.

To progress, work toward applying consistent financial guardrails across all growth initiatives, regardless of sponsorship or urgency.
80

Strategic: 60–79

Finance actively shapes growth strategy and balances revenue expansion with profitability. Growth initiatives are evaluated with a clear understanding of tradeoffs and expected returns.

The opportunity at this level is scalability. As growth accelerates, maintaining discipline requires systems and processes that do not rely solely on individual judgment.

To advance further, institutionalize ROI discipline so it remains strong as volume and complexity increase.
81

Transformational: 80–100

Growth strategy is consistently value-creating. Financial insight guides where and how the organization grows, and profitability discipline is embedded in decision-making.

The focus here is refinement. As markets and strategies evolve, growth models and profitability assumptions must evolve as well.

Continue sharpening how financial insight informs innovation, expansion, and long-term growth choices.
82
Balance Risk & Innovation Score
83

Foundational: 0–39

Your results suggest that finance primarily emphasizes risk protection, often at the expense of innovation. While this reduces downside exposure, it can also limit experimentation and adaptability.

In practice, innovation initiatives may be delayed, underfunded, or avoided due to uncertainty around risk.

To improve, focus on defining clear risk guardrails that allow disciplined experimentation without exposing the organization to unacceptable downside.
84

Functional: 40–59

Risk is managed, and innovation is supported selectively. However, criteria for balancing risk and opportunity may not be consistently applied across initiatives.

This can result in uneven innovation outcomes and unclear expectations.

To progress, clarify risk tolerance and explicitly align it with innovation priorities so teams understand where experimentation is encouraged.
85

Strategic: 60–79

Risk and innovation are actively balanced. Finance provides frameworks that enable innovation while managing exposure, and tradeoffs are explicitly evaluated.

The opportunity at this level is learning. Strong organizations not only manage risk, they learn from it.

To advance, strengthen post-investment review and learning loops to improve future decision-making.
86

Transformational: 80–100

Finance enables innovation while protecting long-term value. Risk tolerance is clear, and guardrails support sustained experimentation.

The focus here is evolution. As strategy and scale change, risk frameworks must adapt.

Continue refining guardrails to ensure they remain aligned with future opportunity and risk profiles.
87
Foster a Data-Driven Culture Score
88

Foundational: 0–39

Your results suggest that data is available, but it is not yet a consistent driver of decision-making across the organization. Financial data may be reliable within finance, but trust in operational, customer, or forward-looking data varies.

In practice, decisions may still rely heavily on experience, intuition, or anecdote—particularly outside the finance function. Data is often reviewed after the fact rather than used proactively to guide choices.

To improve effectiveness in this area, focus on strengthening data reliability and expanding access beyond finance. Building confidence in the data is a prerequisite to building a truly data-driven culture.
89

Functional: 40–59

Your results indicate that data is generally reliable and used by leadership, but adoption is uneven. Some leaders consistently use data to guide decisions, while others rely more on judgment or habit.

This inconsistency can limit alignment and slow decision-making, particularly in cross-functional initiatives.

To progress, focus on improving data literacy and ensuring that key decisions are consistently supported by the same core metrics and insights.
90

Strategic: 60–79

Data plays an important role in decision-making, and leadership generally trusts the information being presented. Financial and operational insights inform planning, forecasting, and performance discussions.

The opportunity at this level is forward-looking capability. While historical insight is strong, predictive and scenario-based analytics may not yet be fully embedded.

To advance, invest in analytics that help anticipate change and guide proactive decision-making rather than retrospective analysis.
91

Transformational: 80–100

Data-driven decision-making is embedded across the organization. Leaders rely on shared metrics, analytics are forward-looking, and accountability is reinforced through data.

At this level, the focus is not adoption, but evolution. As the business grows, data complexity increases, and analytics capabilities must scale accordingly.

Continue refining analytics, governance, and data literacy to ensure insight keeps pace with strategy and scale.
92
Manage Stakeholder Relationships Score
93

Foundational: 0–39

Your results suggest that stakeholder communication is primarily focused on reporting results rather than shaping expectations. Stakeholders are informed, but often after outcomes are known.

In practice, this can result in surprise, misalignment, or limited flexibility during periods of uncertainty or change.

To improve effectiveness, focus on proactive, forward-looking communication that frames risks, tradeoffs, and potential outcomes before they materialize.
94

Functional: 40–59

Stakeholder relationships are generally positive, and communication is timely and accurate. However, engagement may still be centered around formal meetings or required updates.

This limits the CFO’s ability to shape understanding and influence decision-making upstream.

To progress, increase informal and proactive engagement, using financial insight to help stakeholders interpret what lies ahead—not just what has already happened.
95

Strategic: 60–79

Trust and credibility with stakeholders are strong. Financial communication supports informed discussion, and the CFO is viewed as a reliable partner during change.

The opportunity at this level is to deepen the advisory role—particularly in shaping expectations and navigating uncertainty.

To advance, continue elevating conversations from performance reporting to strategic dialogue.
96

Transformational: 80–100

The CFO is viewed as a trusted strategic advisor by the CEO, board, and external stakeholders. Communication builds confidence, alignment, and flexibility.

At this level, the focus is sustaining trust as complexity increases.

Continue strengthening relationships by anticipating concerns and helping stakeholders navigate future decisions.
97
Continuous Skills Development Score
98

Foundational: 0–39

Your results indicate that professional development is largely reactive. Learning occurs in response to immediate needs rather than through a deliberate plan.

Over time, this can limit your ability to keep pace with the evolving demands of the CFO role.

To improve, focus on adopting a more intentional approach to skill development aligned with where the role is heading—not just where it has been.
99

Functional: 40–59

Learning and development are occurring, but they often compete with operational demands. Skill development may be uneven or deprioritized during busy periods.

This can slow progression into higher-leverage aspects of the role.

To progress, prioritize development efforts that directly increase your strategic influence, leadership leverage, or technological effectiveness.
100

Strategic: 60–79

Your skills are evolving in step with the role. You actively adapt to new expectations and integrate learning into how you operate.

The opportunity at this level is anticipation—developing capabilities ahead of demand rather than in response to it.

To advance, focus on emerging skills that will be required as the business and CFO role continue to evolve.
101

Transformational: 80–100

Continuous development is embedded in how you operate. Learning translates directly into improved outcomes and leadership effectiveness.

At this level, the focus shifts from personal development to modeling growth for others.

Continue to demonstrate learning as a leadership behavior that sets expectations across the organization.
102
Mentor & Team Development Score
103

Foundational: 0–39

Your results suggest that the finance organization relies heavily on you for decisions and direction. While the team may be capable, leadership depth is limited.

This dependence constrains scalability and increases risk.

To improve effectiveness, focus on delegating decision-making authority and intentionally developing leadership capability within the team.
104

Functional: 40–59

There is emerging leadership within the finance team, and delegation is occurring. However, accountability and ownership may still concentrate at the CFO level.

This can slow execution and limit development.

To progress, strengthen accountability for outcomes and prepare team members to operate independently within clear boundaries.
105

Strategic: 60–79

The finance team operates with increasing autonomy and ownership. Leadership depth supports consistent execution without constant CFO involvement.

The opportunity at this level is continuity and succession readiness.

To advance, ensure leadership capability and coverage are sustainable as the organization grows or changes.
106

Transformational: 80–100

The finance organization is resilient, scalable, and capable of operating effectively without reliance on the CFO.

At this level, the focus is extending leadership influence beyond finance.

Continue mentoring leaders across the organization to strengthen overall leadership capacity.
107
Ensure Long-Term Value Creation Score
108

Foundational: 0–39

Your results suggest that financial decisions are primarily driven by short-term performance. Long-term value considerations may be acknowledged, but not consistently applied.

This can limit scalability and future optionality.

To improve, begin incorporating a longer-term value lens into planning, capital allocation, and performance discussions.
109
Driver 8: Ensure Long-Term Value Creation

Functional: 40–59

Long-term considerations exist, but near-term pressures frequently take precedence. Balance sheet and scalability planning may be uneven.

This can create future constraints that are difficult to unwind.

To progress, strengthen intentional planning around capital structure, systems, and future transitions.
110

Strategic: 60–79

Financial decisions consistently support durable value creation. The organization is positioned for growth, resilience, and flexibility.

The opportunity at this level is optionality—ensuring the company is prepared for a range of future scenarios.

To advance, continue strengthening transition readiness and long-term strategic flexibility.
111

Transformational: 80–100

Long-term value creation is central to decision-making. Financial stewardship positions the organization for sustained success, regardless of ownership or market conditions.

At this level, the focus is evolution.

Continue refining long-term strategy as scale, markets, and ownership dynamics change.
112
Final Notes

Your driver-level results are intended to help you focus—not fix everything at once. The most effective next step is to identify one or two drivers where improvement would meaningfully increase your leverage and impact.

Progress in those areas often unlocks improvement across others.
113
Your CFO Effectiveness Assessment Results

Profiles & Guidance

Your results reflect how you are currently operating across the 8-Key Drivers of CFO Success. The profile that you will recieve by email is not a label or a verdict. It is a snapshot of where your capabilities, influence, and leverage show up most clearly today, and where focused improvement is likely to have the greatest impact.
114
8-Key Driver of CFO Success Overall Score
115
Foundational CFO

Overall Score Range: 0–39

At this stage, your effectiveness as a CFO is grounded primarily in operational execution and financial control. You are closely involved in the day-to-day mechanics of finance—reporting, compliance, cash management, and issue resolution. The organization likely depends heavily on you to keep things running smoothly, and much of your value is delivered through direct involvement rather than leverage.

While this profile reflects reliability and commitment, it also suggests that finance is not yet consistently shaping strategic direction or long-term outcomes. Your time and attention may be consumed by immediate demands, leaving limited capacity to influence decisions upstream or to build depth within the finance team.

The greatest risk at this stage is not technical—it is capacity. As the organization grows or becomes more complex, the reliance on you personally can become a constraint, both for the business and for you.

Where to focus next:
Your most meaningful gains will come from clarifying the strategic expectations of your role and deliberately shifting time away from transactional work toward decision support and leadership influence. Strengthening alignment between financial strategy and business strategy, and beginning to build leadership leverage within finance, will materially increase your impact.

A useful question to reflect on is:
Where am I personally involved today that prevents me from influencing the decisions that matter most?
116
Functional CFO

Overall Score Range: 40–59

As a Functional CFO, you are delivering solid results and are generally viewed as a capable, dependable leader. Financial discipline is in place, core processes work, and you contribute meaningfully to leadership discussions. You are no longer purely reactive, and finance is beginning to influence decisions in important areas.

At the same time, your influence may not yet be consistent across all aspects of the business. There may be moments where finance shapes direction—and others where it supports decisions after the fact. Growth initiatives may move faster than margin discipline, or long-term considerations may give way to short-term urgency.

This profile often reflects a CFO who is doing many things well, but whose impact could increase significantly with greater consistency and intentionality.

Where to focus next:
The next level of effectiveness comes from increasing the consistency of your strategic influence and strengthening decision frameworks around growth, investment, and resource allocation. Building deeper leadership capability within the finance team and reinforcing data-driven decision-making across the organization will help you move from contributor to shaper.

A useful question to reflect on is:
Where does my influence reliably show up—and where does it stop short?
117
Strategic CFO

Overall Score Range: 60–79

As a Strategic CFO, you are a true business partner. Financial insight informs decisions around growth, profitability, risk, and long-term priorities. You are trusted by leadership and stakeholders, and finance is integrated into how the organization plans and executes.

Your role is increasingly centered on judgment, alignment, and leadership rather than execution. You are likely spending more time shaping decisions than producing outputs, and your perspective carries real weight.

The challenge at this stage is sustainability. Even highly effective CFOs can become points of dependency if systems, teams, and decision frameworks are not fully institutionalized.

Where to focus next:
Your greatest opportunity lies in ensuring that the organization’s performance does not depend on your presence in every critical discussion. Strengthening leadership depth, embedding decision frameworks, and continuing to elevate finance’s role in innovation and long-term value creation will extend your impact.

A useful question to reflect on is:
What capabilities need to exist even when I’m not in the room?
118
Transformational CFO

Overall Score Range: 80–100

As a Transformational CFO, you are a catalyst for enterprise value and organizational effectiveness. Finance is deeply integrated into strategy, execution, and long-term planning. You shape culture, develop leaders, and consistently position the organization for resilience, scalability, and sustained success.

Your value comes not from control, but from leverage. Decisions are clearer, tradeoffs are explicit, and accountability is embedded across the organization.

At this level, the primary risks are subtle. As demands increase, even highly effective CFOs can become overextended or unintentionally centralize influence if leverage is not continually renewed.

Where to focus next:
Your continued growth comes from evolving the CFO role alongside the business. This includes mentoring leaders beyond finance, preparing the organization for future transitions or liquidity events, and sharing your perspective in ways that elevate the entire leadership team.

A useful question to reflect on is:
How do I ensure the organization continues to scale without relying on my personal involvement?
119
On a scale of 0 to 10, how likely are you to recommend this assessment to a fellow CFO or peer?0 = Not at all likely 10 = Extremely likely
Your response will help us improve the experience for others.
120
What is the primary reason for the score you gave?
Your response will help us improve the experience for others.
121
What is one thing we could do to improve the value of this assessment for CFOs?
Your response will help us improve the experience for others.
122
How to Use Your Results

Your overall profile provides context, but the real value of this assessment lies in your driver-level results. Focus on the two or three drivers where your scores are lowest. These represent your highest-leverage opportunities for improvement.

Choose one area to prioritize over the next 90 days. Improvement in a single driver—when done intentionally—often creates momentum across others.

This assessment is a starting point. Revisit it periodically to track progress, recalibrate priorities, and guide development conversations.
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