CFOs and FDs from investment-backed consumer businesses joined Tim Lee to discuss cash flow, supplier terms and reporting as a business scales.
The path to becoming a CFO in the consumer sector is no longer defined purely by technical finance expertise. Today’s finance leaders are expected to operate as commercial partners, strategic advisors, operational problem-solvers and trusted voices within the leadership team. At the recent Route to CFO in Consumer Finance Event, senior finance leaders shared honest insights into what it really takes to step into a CFO role within consumer businesses. From navigating founder-led environments to building commercial credibility, the discussion highlighted how finance leadership is becoming increasingly integrated into every part of the business. Below are the key takeaways from the event and why they matter for finance professionals looking to progress into senior leadership within the consumer space. The CFO Role is Far Bigger Than Finance One of the strongest themes from the event was that the modern CFO role extends far beyond reporting, controls and financial management. Moving from Finance Director or Head of Finance into a CFO position requires a much broader understanding of how the business operates. Today’s consumer CFOs are expected to contribute across operations, supply chain, investor relations, commercial strategy, growth planning and business performance. The role is increasingly tied to decision-making and long-term direction, rather than simply presenting numbers after the fact. As discussed during the session, the most effective finance leaders are those who understand how each area of the business contributes to growth, profitability and customer experience. In consumer businesses, especially, this wider operational understanding becomes critical because brand perception, customer behaviour and market trends can impact performance rapidly. For aspiring CFOs, technical excellence alone is no longer enough. The ability to think commercially and strategically is what separates finance operators from finance leaders. Curiosity Is One of the Most Valuable Leadership Skills A recurring message throughout the event was the importance of curiosity. The finance professionals who progress fastest are often those who actively seek exposure outside of their immediate responsibilities. Rather than waiting for opportunities to appear formally, strong finance leaders look for ways to contribute across operations, systems, marketing, customer experience and supply chain functions. They ask questions, build relationships across departments and take a genuine interest in how the wider business works. One of the most compelling points raised during the discussion was that career progression often comes from volunteering to solve problems before they officially fall within your remit. In consumer finance environments, this mindset builds commercial awareness and creates stronger relationships with stakeholders across the organisation. This level of curiosity also helps finance leaders become more proactive. Instead of reporting on what has already happened, they become part of shaping future decisions. Consumer Finance Requires Strong Commercial Understanding Finance leadership within consumer businesses is uniquely commercial. Unlike some sectors where finance operates more independently, consumer finance leaders must understand the direct relationship between brand, product, pricing, customer behaviour, channels, and profitability. The panel highlighted that finance leaders need to understand not only the balance sheet, but also what drives purchasing behaviour, operational costs, and long-term customer value. This includes understanding retail trends, ecommerce performance, inventory management, supply chain pressures, and marketing effectiveness. A key takeaway from the event was that the strongest consumer finance leaders are deeply connected to the operational reality of the business. They understand the commercial drivers behind the numbers and can translate financial insights into practical business decisions. This ability to combine financial discipline with commercial context is becoming one of the defining characteristics of successful CFOs in the consumer sector. The Right CFO Depends on the Business Stage Another major theme from the event was the importance of alignment between finance leadership and the stage of the business. A CFO suited to a scaling startup may not be the right fit for a mature business focused on operational efficiency. Similarly, a finance leader experienced in fundraising may not necessarily be the best choice for a business preparing for acquisition or restructuring. The discussion highlighted the importance of understanding what a business is truly trying to achieve before stepping into a senior finance role. Is the focus growth? Cash preservation? International expansion? Investment readiness? Operational improvement? Finance leaders who take the time to assess this alignment are often more successful because they understand where they can add the most value. This is particularly relevant within founder-led consumer businesses, where leadership expectations can vary significantly depending on the company’s ambitions and challenges. Communication Style Directly Impacts Influence One of the most practical insights from the event centred around communication. Strong financial insight only creates impact if it is communicated effectively. In founder-led and SME consumer businesses, especially, finance leaders must learn how different stakeholders absorb information, make decisions, and respond to challenges. The way financial recommendations are presented can determine whether they gain traction or resistance. The panel discussed how successful CFOs often adapt their communication style depending on the audience. Investors, founders, operational leaders, and commercial teams all require different approaches. This ability to translate financial complexity into clear, commercially relevant insight is what allows finance leaders to become trusted strategic partners within the business. Smaller Businesses Often Create Faster Growth Opportunities A particularly valuable discussion point focused on the benefits of moving into smaller or founder-led businesses earlier in a finance career. While large corporates can provide structure and scale, smaller businesses often offer significantly broader exposure. Finance leaders in these environments are more likely to gain hands-on experience across cash flow management, systems implementation, commercial decision-making, contracts, operational planning, and business transformation. The event highlighted that these “scrappier” environments can accelerate learning because finance professionals are exposed to real-time business challenges much earlier in their careers. For aspiring CFOs, this broader exposure can often become more valuable than operating within highly siloed corporate structures. Networking Is a Long-Term Career Investment A particularly valuable discussion point focused on the benefits of moving into smaller or founder-led businesses earlier in a finance career. While large corporates can provide structure and scale, smaller businesses often offer significantly broader exposure. Finance leaders in these environments are more likely to gain hands-on experience across cash flow management, systems implementation, commercial decision-making, contracts, operational planning, and business transformation. The event highlighted that these “scrappier” environments can accelerate learning because finance professionals are exposed to real-time business challenges much earlier in their careers. For aspiring CFOs, this broader exposure can often become more valuable than operating within highly siloed corporate structures. Tenzing Events A big thank you to Chris for speaking at our most recent event. We look forward to hosting more Tenzing Events for our network in the future. For more information, be sure to reach out to our Founder, Lisa Collins at lisa@tenzingsearch.com For your finance recruitment needs, get in touch! Tenzing Search is a specialist Finance and Accountancy Search business. We specialise in Senior Qualified appointments across the UK and USA, focusing on both Interim and Permanent appointments across all sectors.
Fundraising has become significantly more complex. Investors are more selective, due diligence is more rigorous, and expectations around financial clarity and strategic alignment are higher than ever. At the Tenzing CFO Community Event, senior finance leaders came together to share practical insights on how to approach fundraising in today’s environment. What became clear is that fundraising is no longer just about securing capital, it is about building a finance function that can withstand scrutiny, communicate a compelling story, and support long-term growth. Below are the 10 key insights that emerged from the session, offering a clear framework for finance leaders and businesses preparing for investment. 1. CFOs Are Central to Fundraising Success The role of the CFO has shifted from financial oversight to strategic leadership within the fundraising process. Finance leaders are now responsible for ensuring consistency across financials, messaging, and investor materials. This includes owning the financial narrative, aligning forecasts with business strategy, and ensuring that all supporting documentation reinforces credibility. Businesses that position finance leadership at the centre of fundraising are far more likely to build investor confidence early in the process. 2. Financial Forecasts Must Be Dynamic and Adaptable Static models are no longer fit for purpose in fundraising environments. Investors expect forecasts that can be adjusted in real time, reflecting changes in assumptions, market conditions, and operational strategy. Finance leaders must build models that allow for scenario planning and rapid iteration. This not only improves internal decision-making but also demonstrates agility and preparedness during investor discussions. 3. Identifying Risk Early Strengthens Investor Confidence One of the most consistent themes from the event was the importance of challenging business assumptions before entering the fundraising process. Weaknesses in strategy, hiring plans, or market positioning should be identified early, not during due diligence. By addressing these risks upfront, finance leaders can build more credible narratives, reduce surprises, and create stronger, more resilient investment cases. 4. Structured Data Rooms Improve Efficiency and Transparency A well-organised data room is essential for any fundraising process. Investors expect clear, accessible documentation that allows them to assess the opportunity quickly and thoroughly. This includes financial models, historical performance data, contracts, market insights, and operational documentation. A structured approach not only improves efficiency but also signals professionalism and readiness. 5. Early Transparency Helps Filter the Right Investors Providing early access to key information allows businesses to identify alignment with potential investors more quickly. Rather than prolonging discussions with unsuitable investors, transparency helps focus time and effort on those genuinely interested and aligned with the business. This approach reduces wasted effort and creates a more efficient fundraising process overall. 6. Pitch Decks Must Communicate Value Instantly In a competitive fundraising landscape, attention is limited. Investors often spend only a short amount of time reviewing initial materials, making clarity and structure critical. Strong pitch decks focus on key messages: the problem being solved, the market opportunity, the business model, and the use of funds. Visual clarity and alignment with financials are essential to ensure the story is both compelling and credible. 7. Financial Models Should Support Strategic Conversations Financial models are not just analytical tools, they are communication tools. They should enable meaningful discussions around growth, investment priorities, and operational strategy. Centralising assumptions, simplifying outputs, and ensuring consistency across materials allows finance leaders to guide investor conversations with confidence and clarity. 8. Investor Engagement Should Be Continuous Fundraising should not begin when capital is required. Building relationships with investors over time creates stronger, more informed conversations when fundraising formally begins. Ongoing engagement allows businesses to understand investor expectations, refine their positioning, and build trust well before formal processes are launched. 9. Legal Readiness Reduces Friction in the Process Legal considerations play a critical role in successful fundraising. Clean cap tables, clear intellectual property ownership, and well-structured governance frameworks are essential for smooth due diligence. Engaging legal expertise early ensures that potential issues are addressed proactively, reducing delays and strengthening investor confidence. 10. Alignment Between Story, Strategy, and Financials Is Critical Ultimately, successful fundraising depends on alignment. Financial models, pitch decks, and strategic narratives must all tell the same story. Any disconnect between these elements creates uncertainty and undermines credibility. Finance leaders play a key role in ensuring that the business presents a cohesive, well-structured, and compelling case to investors. Final Thoughts: Building a Fundraising-Ready Finance Function The insights from the Tenzing CFO Community Event highlight a clear shift in how fundraising is approached. It is no longer a transactional process, it is a reflection of how well a business is structured, prepared, and positioned for growth. Finance leaders are at the centre of this change, driving clarity, discipline, and strategic alignment across every stage of the process. For businesses preparing to raise capital, the focus should not just be on securing investment, but on building a finance function that can support sustainable, long-term growth. At Tenzing Search, we bring together senior finance leaders who are shaping the future of fundraising, growth, and finance leadership. If you are a CFO or finance leader looking to expand your network, gain practical insights, and engage with peers facing similar challenges, we invite you to join the Tenzing CFO Community . Get in touch with us to become part of a network designed to support, challenge, and elevate finance leaders across every stage of growth.
CFOs and FDs from investment-backed consumer businesses joined Tim Lee to discuss cash flow, supplier terms and reporting as a business scales.
CFOs and FDs from investment-backed consumer businesses joined Tim Lee to discuss cash flow, supplier terms and reporting as a business scales.
The path to becoming a CFO in the consumer sector is no longer defined purely by technical finance expertise. Today’s finance leaders are expected to operate as commercial partners, strategic advisors, operational problem-solvers and trusted voices within the leadership team. At the recent Route to CFO in Consumer Finance Event, senior finance leaders shared honest insights into what it really takes to step into a CFO role within consumer businesses. From navigating founder-led environments to building commercial credibility, the discussion highlighted how finance leadership is becoming increasingly integrated into every part of the business. Below are the key takeaways from the event and why they matter for finance professionals looking to progress into senior leadership within the consumer space. The CFO Role is Far Bigger Than Finance One of the strongest themes from the event was that the modern CFO role extends far beyond reporting, controls and financial management. Moving from Finance Director or Head of Finance into a CFO position requires a much broader understanding of how the business operates. Today’s consumer CFOs are expected to contribute across operations, supply chain, investor relations, commercial strategy, growth planning and business performance. The role is increasingly tied to decision-making and long-term direction, rather than simply presenting numbers after the fact. As discussed during the session, the most effective finance leaders are those who understand how each area of the business contributes to growth, profitability and customer experience. In consumer businesses, especially, this wider operational understanding becomes critical because brand perception, customer behaviour and market trends can impact performance rapidly. For aspiring CFOs, technical excellence alone is no longer enough. The ability to think commercially and strategically is what separates finance operators from finance leaders. Curiosity Is One of the Most Valuable Leadership Skills A recurring message throughout the event was the importance of curiosity. The finance professionals who progress fastest are often those who actively seek exposure outside of their immediate responsibilities. Rather than waiting for opportunities to appear formally, strong finance leaders look for ways to contribute across operations, systems, marketing, customer experience and supply chain functions. They ask questions, build relationships across departments and take a genuine interest in how the wider business works. One of the most compelling points raised during the discussion was that career progression often comes from volunteering to solve problems before they officially fall within your remit. In consumer finance environments, this mindset builds commercial awareness and creates stronger relationships with stakeholders across the organisation. This level of curiosity also helps finance leaders become more proactive. Instead of reporting on what has already happened, they become part of shaping future decisions. Consumer Finance Requires Strong Commercial Understanding Finance leadership within consumer businesses is uniquely commercial. Unlike some sectors where finance operates more independently, consumer finance leaders must understand the direct relationship between brand, product, pricing, customer behaviour, channels, and profitability. The panel highlighted that finance leaders need to understand not only the balance sheet, but also what drives purchasing behaviour, operational costs, and long-term customer value. This includes understanding retail trends, ecommerce performance, inventory management, supply chain pressures, and marketing effectiveness. A key takeaway from the event was that the strongest consumer finance leaders are deeply connected to the operational reality of the business. They understand the commercial drivers behind the numbers and can translate financial insights into practical business decisions. This ability to combine financial discipline with commercial context is becoming one of the defining characteristics of successful CFOs in the consumer sector. The Right CFO Depends on the Business Stage Another major theme from the event was the importance of alignment between finance leadership and the stage of the business. A CFO suited to a scaling startup may not be the right fit for a mature business focused on operational efficiency. Similarly, a finance leader experienced in fundraising may not necessarily be the best choice for a business preparing for acquisition or restructuring. The discussion highlighted the importance of understanding what a business is truly trying to achieve before stepping into a senior finance role. Is the focus growth? Cash preservation? International expansion? Investment readiness? Operational improvement? Finance leaders who take the time to assess this alignment are often more successful because they understand where they can add the most value. This is particularly relevant within founder-led consumer businesses, where leadership expectations can vary significantly depending on the company’s ambitions and challenges. Communication Style Directly Impacts Influence One of the most practical insights from the event centred around communication. Strong financial insight only creates impact if it is communicated effectively. In founder-led and SME consumer businesses, especially, finance leaders must learn how different stakeholders absorb information, make decisions, and respond to challenges. The way financial recommendations are presented can determine whether they gain traction or resistance. The panel discussed how successful CFOs often adapt their communication style depending on the audience. Investors, founders, operational leaders, and commercial teams all require different approaches. This ability to translate financial complexity into clear, commercially relevant insight is what allows finance leaders to become trusted strategic partners within the business. Smaller Businesses Often Create Faster Growth Opportunities A particularly valuable discussion point focused on the benefits of moving into smaller or founder-led businesses earlier in a finance career. While large corporates can provide structure and scale, smaller businesses often offer significantly broader exposure. Finance leaders in these environments are more likely to gain hands-on experience across cash flow management, systems implementation, commercial decision-making, contracts, operational planning, and business transformation. The event highlighted that these “scrappier” environments can accelerate learning because finance professionals are exposed to real-time business challenges much earlier in their careers. For aspiring CFOs, this broader exposure can often become more valuable than operating within highly siloed corporate structures. Networking Is a Long-Term Career Investment A particularly valuable discussion point focused on the benefits of moving into smaller or founder-led businesses earlier in a finance career. While large corporates can provide structure and scale, smaller businesses often offer significantly broader exposure. Finance leaders in these environments are more likely to gain hands-on experience across cash flow management, systems implementation, commercial decision-making, contracts, operational planning, and business transformation. The event highlighted that these “scrappier” environments can accelerate learning because finance professionals are exposed to real-time business challenges much earlier in their careers. For aspiring CFOs, this broader exposure can often become more valuable than operating within highly siloed corporate structures. Tenzing Events A big thank you to Chris for speaking at our most recent event. We look forward to hosting more Tenzing Events for our network in the future. For more information, be sure to reach out to our Founder, Lisa Collins at lisa@tenzingsearch.com For your finance recruitment needs, get in touch! Tenzing Search is a specialist Finance and Accountancy Search business. We specialise in Senior Qualified appointments across the UK and USA, focusing on both Interim and Permanent appointments across all sectors.
