As organizations grow, finance teams are often the first to feel the strain. Transaction volumes rise, reporting demands increase, and compliance obligations multiply- yet staffing and processes often lag behind. For companies in IT services, construction, contracting, and business services, the risk is clear: without a high-performance finance team, growth creates chaos instead of opportunity.
Deloitte’s 2025 CFO Signals survey found that 68% of CFOs list talent shortages as a top concern, while 61% plan to increase investment in finance transformation over the next 12 months. At the same time, Workday’s Finance Redefined study reported that 58% of CFOs say their teams are bogged down in transactional work, leaving little time for strategic contributions.
“Too many finance teams are stuck in survival mode- chasing data, fixing errors, and closing the books late,” says Brian, CFO Worx CEO.
“The shift to a high-performance team means building the structure, skills, and culture that let finance lead strategy, not just record it.”
Redefining the Finance Function
The traditional view of finance as a back-office function no longer fits. Today’s high-performance finance team is embedded in operations, driving insights and supporting decision-making at every level of the business.
This shift requires rethinking the structure of the function. Transactional work- from accounts payable to payroll- should be streamlined through automation and shared service models. This frees up resources to focus on analytics, scenario planning, and strategic advising.
“High-performance finance teams don’t just report the past, they shape the future,” Brian notes. “That requires moving talent into roles where they can partner with the business, not just process transactions.”
Embedding Finance in Operations
One of the most effective strategies for scaling finance teams is embedding analysts directly within business units. By working side-by-side with project managers or service leaders, finance staff gain real-time visibility into operational drivers and can influence outcomes before they hit the financial statements.
McKinsey research shows that companies that integrate finance into business decision-making achieve up to 20% higher EBITDA margins compared to peers who keep finance siloed. This model not only accelerates decision-making but also builds credibility for finance across the organization.
Building Skills for the Future
Technology is changing what finance professionals need to succeed. Skills in data analytics, scenario modeling, and business partnering are now just as important as technical accounting expertise.
Yet the skills gap is widening. According to the Association of International Certified Professional Accountants (AICPA), 49% of CFOs report difficulty finding candidates with both technical and analytical skills. Upskilling and reskilling current staff is therefore critical. Training programs that emphasize data interpretation, communication, and cross-functional collaboration help transform finance staff into trusted advisors.
“Hiring for technical skill is no longer enough,” Brian explains. “We look for communication, curiosity, and business acumen- the qualities that let finance challenge assumptions and guide strategy.”
Governance and Accountability
High-performance finance teams also require strong governance frameworks. Without clear processes, scaling simply creates more errors and confusion. Documented policies, standardized close checklists, and structured review processes ensure consistency as teams grow.
Establishing regular finance-operations steering meetings ties financial results to strategy, creating accountability across departments. These governance mechanisms also prepare organizations for external scrutiny, whether from lenders, auditors, or potential buyers.
Culture Matters
Beyond systems and skills, culture plays a defining role in whether finance teams thrive. A culture where finance is seen as a partner- not just a gatekeeper- fosters collaboration and innovation. Recognition programs, clear career paths, and opportunities to lead cross-functional initiatives keep top performers engaged and motivated.
“Culture is the multiplier,” Brian emphasizes. “If your finance team feels valued and empowered, they don’t just execute- they elevate the entire organization.”
The CFO Worx Perspective
At CFO Worx, we’ve seen firsthand how companies either unlock growth or stall based on the strength of their finance teams. High-performance teams are not built overnight. They require investment in systems, skills, governance, and culture- but the payoff is clear: agility, resilience, and the ability to drive strategy at scale.
“Building a high-performance finance team is about more than filling seats,” Brian says. “It’s about building the discipline and mindset that turn finance into a growth engine.”
Is your finance function stretched thin as you grow? CFO Worx offers fractional CFO services, Controller services, Bookkeeping, and Accounting support to build the structure, governance, and reporting discipline that keep finance teams focused and effective.
Content Disclaimer: The information shared in CFO Worx Insights is for general informational purposes only and should not be considered professional, legal, accounting, or tax advice. Each company’s situation is unique, and readers should consult qualified advisors before making business or financial decisions.