Trust, transparency, and the CFO: How to build a finance culture that inspires confidence

In the modern business landscape, the role of the CFO has evolved far beyond traditional number crunching and compliance. Today’s finance leaders are expected to act as strategic advisors and change-makers, driving business growth and resilience through data-driven insights.

In this environment, trust and transparency are more important than ever. Even so, in The CFO’s Playbook for 2025, 38% of CFOs list a lack of financial transparency across the business as one of their greatest challenges when it comes to becoming change-makers for their organisations.

One thing is clear: numbers alone won’t cut it.

It’s not enough to present your stakeholders with accurate financials. They must understand what the numbers mean – and that’s where financial storytelling and clear communication come into play. By translating complex data into compelling narratives, the modern CFO can bridge the gap between raw numbers and strategic decision-making.

A well-crafted financial story doesn’t just clarify key insights: it aligns teams, fosters confidence and empowers businesses to be decisive – even in the most uncertain times.

Why trust and transparency matter in finance

In a complex business landscape, trust and transparency are essential. They're the foundation of financial stability and long-term success.

There are plenty of reasons for this, including:

• Business stability: Financial trust is essential for maintaining stability, especially in times of economic uncertainty. When leaders communicate financial data clearly and honestly, it allows for better risk management, stronger strategic planning and more resilient operations. By contrast, a lack of transparency can lead to costly misinterpretations and reactive decision-making – neither of which will do the company any favours.

• Investor confidence: Investors rely on financial transparency to assess risks, opportunities and the overall health of a company. Clear and credible financial communication reassures them that the company is well-managed and forward-thinking. Without trust, investors will likely be less keen to commit capital – they may even withdraw their support, impacting valuation and growth potential.
• Stakeholder relationships: Trustworthy financial communication boosts professional relationships with the people who matter most – from employees to customers, partners and regulators. When all stakeholders have a clear understanding of a company’s financial position and strategic direction, it fosters collaboration, improves decision-making alignment and enhances the overall reputation of the company.

The good news is that the vast majority of CFOs are confident in their ability to play the role the changing business landscape requires of them. In fact, in The CFO’s Playbook for 2025, 91% of CFOs say they feel empowered to become change-makers across their business – and 77% of finance teams agree.

That means there’s nothing to worry about – right? Well, it’s not quite that simple.

Beneath the surface of this confidence, there’s still room for improvement. 38% of CFOs say that when it comes to becoming change-makers for their organisations, one of the greatest challenges they face is a lack of financial transparency across the business.

Without trust and transparency, you run the risk of losing the confidence of those who matter most for your business – not just your investors, but your stakeholders and employees, too. The consequences? Uncertainty, volatility and poor decision-making. In short, a range of things you want to avoid.

By prioritising financial trust and transparency, CFOs can create an environment where data-driven decisions lead to sustainable growth and stronger business relationships.

It’s not just about reporting numbers: it’s about ensuring that financial information is accessible, meaningful and actionable for all stakeholders involved.

The CFO as a storyteller

Financial data is essential for decision-making – but numbers alone aren’t enough. Raw figures lack meaning without context. Presenting stakeholders with lots of data with no narrative can leave them overwhelmed and confused, leading to misinterpretations or inaction.

This is why today’s CFO must go beyond reporting numbers. They must craft a compelling financial story that connects insights to strategy, guiding leadership and stakeholders towards informed decisions.

So what exactly does this look like?

There are several ways to go about it. Below, we’ll cover some of the most effective techniques for financial storytelling.

Contextualising data

Numbers only make sense when they’re placed in a broader business context. In other words, if you want your stakeholders to understand what the numbers you’re presenting mean, you’ll need to give them a little more than, ‘Revenue increased by 10%’.

Explain what drove that growth. Was it a new market, a pricing adjustment or an improvement to operational efficiency? Highlight trends, compare figures to industry benchmarks and explain the ‘why’ behind the financial changes you’re seeing.

Simplifying complex financial concepts

Finance is full of technical terms and intricate calculations – and for the less finance savvy in the audience, these can be difficult to grasp. Effective financial storytelling breaks down these complex topics into straightforward language using analogies or relatable examples.

For instance, instead of discussing EBITDA in isolation, link it to how the company generates cash flow and funds growth – this’ll help anchor the information in something a little more tangible to your audience.

Enhancing understanding through visuals

A spreadsheet full of numbers is rarely the best way to communicate financial insights. Well-placed charts, graphs or dashboards, however, can get the message across quickly and in a way that’s easy to understand.

Visual storytelling, such as trend lines, infographics or interactive financial dashboards, helps stakeholders quickly grasp key messages and identify patterns – far more effectively than any spreadsheet will.

Connecting finance to business strategy

Data should always be tied back to strategic goals. The CFO needs to show exactly how the company's financial situation aligns with its goals. They should point out possible risks and opportunities and give practical suggestions on what to do next.

Showing this connection ensures financial discussions aren’t just about past performance, but also about future direction. It’s about learning and evolving to create a solid foundation for future growth.

Engaging different audiences

When it comes to financial literacy, not all stakeholders need the same level of detail. A board of directors may need high-level strategic insights, whilst department heads may require more detailed budget breakdowns.

Tailoring your financial communication to different audiences ensures clarity and relevance – and it helps prevent information from getting lost along the way.

By mastering financial storytelling, CFOs can transform data into a powerful decision-making tool, fostering better alignment, smarter strategies and stronger business outcomes.

Bridging the gap: CFOs and decision-making

A CFO’s role extends far beyond traditional number crunching and compliance. It’s their job to make sure data isn’t just presented, but also understood and acted upon.

Different stakeholders, from executives to employees and investors, rely on financial insights to make informed decisions. However, as we mentioned above, not all stakeholders are on the same level of financial literacy – and not all audiences respond well to the same approach.

“For CFOs and finance leaders, half the job of a successful financial strategy is communicating it; and being heard. This is the missing link between leaders and business accelerators; between those finance leaders that colleagues feel comfortable hearing from and those they feel comfortable conversing with”.

– Martin Cerullo, CPeO, Pleo

Each audience has unique needs. CFOs must tailor their communication and provide clarity, context and relevance to ensure the message doesn’t get lost in translation.

To make data actionable for different audiences, consider your stakeholders and their needs:

• Executives and leadership teams: Senior leaders need financial data to drive strategy, allocate resources and mitigate risks. To ensure leadership teams can make confident, forward-thinking decisions, CFOs should provide high-level insights, highlight key trends and link financial performance to strategic objectives.
  
  
• Employees and department heads: Employees – especially those managing budgets – need financial information that helps them align their work with company goals. Simplifying financial data and linking it to operation performance ensures teams understand how their actions impact the bottom line.
  
  
• Investors and board members: Investors focus on profitability, growth potential and risk. CFOs should communicate financial health through clear, transparent reporting. It’s about emphasising long-term value creation – not just short-term gains.
  
  
• Regulators and external stakeholders: Compliance and governance bodies require accurate, detailed financial disclosures. CFOs play a critical role in ensuring that financial reporting meets legal and regulatory standards – without losing sight of transparency and credibility.

With these stakeholders in mind, here are three best practices for clear financial communication:

• Transparency in reporting: Open, honest reporting builds trust with stakeholders. Keep it straightforward – avoid financial jargon and provide clear explanations of key metrics, risks and opportunities.

• Regular financial updates and open dialogue: Consistent communication – whether through quarterly reports or investor calls – keeps stakeholders informed and engaged. Encourage open discussions and allow stakeholders to ask questions and gain deeper insights.
• Leveraging technology for real-time insights: Modern financial tools, such as dashboards and automated reporting systems, provide real-time access to financial data. This enhances decision-making by ensuring leaders and teams have up-to-date insights at their fingertips.

Bridging the gap between data and decision-making empowers stakeholders to take informed, strategic actions. Through clear communication, transparency and the right technology, the CFO can transform financial information into a catalyst for business success.

Building a finance culture that inspires confidence

Financial storytelling and clear communication aren’t just skills for CFOs – they should be embedded in the company culture. A finance culture built on transparency, accessibility and clarity fosters trust, aligns teams and drives better decision-making across the business.

So what does it take to build a culture like this?

Encouraging open and accessible communication

For financial insights to be truly impactful, they must be shared and understood beyond the finance department. CFOs must foster an environment where financial data is accessible and relevant to all teams.

This means:

• Breaking down silos – ensuring finance collaborates with other departments so that financial insights inform strategic and operational decisions.
• Encouraging financial literacy – helping employees at all levels understand key financial metrics and their impact on business performance.
• Embedding financial storytelling – encouraging all leaders, not just CFOs, to use financial narratives to drive alignment and clarity.

Leveraging technology and automation for transparency

In the best practices above, we mentioned financial tools. Technology plays a crucial role in making financial data more transparent and actionable.

Here’s how CFOs can use it:

• Automated dashboards and reporting tools – Real-time visibility into financial performance helps leaders make data-driven decisions faster.
  
  
• AI-powered analytics – Predictive insights help lower uncertainty and make financial guidance clearer.
  
  
• Cloud-based financial platforms – These ensure secure access to relevant financial data across the business, fostering a more informed workforce.

By integrating these tools, CFOs can make financial information more accessible, reducing the complexity that often stands in the way of transparency.

Training and upskilling finance teams in communication and storytelling

A finance culture that inspires confidence depends on finance professionals who can translate numbers into actionable insights.

CFOs should invest in:

• Communication and storytelling training – teaching finance teams how to present financial data in a compelling, understandable way.
• Cross-functional collaboration – encouraging finance professionals to work closely with other departments to better understand business needs and tailor financial messaging accordingly.
• Soft skills development – strengthening emotional intelligence, active listening and the ability to simplify complex concepts for diverse audiences.

By building a finance culture that values transparency, accessibility and clear communication, CFOs ensure that financial data isn’t just reported, but is understood, trusted and used to drive strategic success.

It’s how you bridge the gap between numbers and decisions – and how you empower your business to navigate uncertainty with confidence.