6 Key Strategies to Help CFOs Shift from Scorekeepers to Performance Drivers

At our recent CFO Connect Summit—our annual event for finance leaders—we brought together Kinga Blaut from Visa, Roy Hefer from TravelPerk, and seasoned investor Raluca Ragab. These experts shared valuable insights on the CFO’s evolving role, revealing six key strategies that every finance leader should consider when shifting from traditional scorekeeping to becoming a true performance driver. Let’s dive in!

The role of the Chief Financial Officer has transformed over recent years, evolving from scorekeeper to strategic performance driver. For today’s CFOs, it’s not just about tracking financials; it’s about actively helping companies reach their goals. 

But balancing traditional financial duties with deeper engagement in strategy and operations doesn’t come without challenges. In this blog, we look at six key steps to help finance leaders make this shift successfully.

1. Prioritise Forward-Thinking Metrics

In their traditional role, CFOs have been responsible for reporting financial performance—answering questions like, “Where are we today?” and “Why are we here?” But as performance drivers, modern CFOs must look ahead, focusing on “Where do we want to go, and how can we get there?”

This shift means relying less on historical data and more on predictive metrics, such as forecasted cash flow, customer lifetime value, and churn projections. CFOs with this forward-thinking mindset provide actionable insights that help steer the company towards future opportunities and mitigate potential risks.

2. Build Trust Across Departments by Integrating with Other Teams

Building trust with other departments is essential for CFOs aiming to expand their influence beyond finance. To establish credibility, it’s crucial to embed yourself in different functions, attend team meetings, and understand each department’s unique challenges and goals.

As Roy Hefer explains, “If you’re only consulted at the end of a project for a sign-off, you’re missing key context.” By actively engaging with other departments, CFOs can make meaningful contributions, becoming valued partners rather than mere gatekeepers.

3. Free Up Time for Strategic Work with Automation

Automation can help finance teams balance essential, recurring tasks with strategic initiatives. By using tools to streamline invoicing, budgeting, and data processing, CFOs can free up time for higher-value activities.

Roy has seen teams throughout TravelPerk implement AI to automate backend tasks, boosting the company’s gross margins from 50% to 70%. This allowed their employees to focus on strategic priorities without getting bogged down by operational details. Automation isn’t just about efficiency—it’s about enabling CFOs to be more strategic in their roles.

4. Build the Right Team and Cultivate Key Talent

Having a team that balances operational excellence with strategic capabilities is essential to support the CFO’s expanded role. Strategic hiring means bringing in people who can think critically and execute effectively. For smaller finance teams, this might mean hiring individuals with both analytical skills and a willingness to “wear many hats.”

Roy suggests hiring people who can “move seamlessly from a board meeting to a detailed financial analysis.” Having this kind of versatility in the finance team can help CFOs scale their impact and increase their capacity to focus on long-term business objectives.

5. Embrace AI as a Strategic Tool, Not a Replacement

AI is changing the finance landscape, but today’s CFOs see it as a tool to enhance—not replace—human insight. AI can handle repetitive tasks, support data analysis, and improve decision-making, allowing finance teams to focus on the bigger picture.

Kinga Blaut, CFO at Visa, explains, “AI can’t replace the human insight that comes with interpreting business context.” When used effectively, AI empowers CFOs to focus on strategy, adding value rather than getting lost in the details.

6. Take the First 90 Days to Learn the Business and Build Relationships

When stepping into a new role, CFOs should use their first 90 days to understand the business deeply. This means building relationships across departments, asking questions, and observing without judgement. 

Roy advises, “People appreciate being asked about their roles and challenges—don’t hesitate to introduce yourself, book meetings, and listen.” Engaging with teams early on establishes a foundation of trust, creating opportunities for productive collaboration down the line.

Moving from Scorekeeper to Performance Driver

The modern CFO role is about much more than traditional financial stewardship. With the right mindset and tools, CFOs can take on an active role in shaping strategy and driving performance. By focusing on forward-looking metrics, building trust across departments, leveraging automation, hiring strategically, using AI effectively, and making the most of their first 90 days, finance leaders can help their companies go beyond the numbers and achieve lasting success.

-About the Speakers-

Kinga Blaut is the CFO of Visa France, Belgium, and Luxembourg, bringing over 15 years of finance expertise from across Europe. Roy Hefer serves as CFO of TravelPerk, a SaaS company focused on travel management, and has raised more than $1 billion in financing. Raluca Ragab is an experienced investor and board member, helping CFOs drive impactful outcomes for their companies.