Finance Has A Voice: Why CFOs Belong At The Brand Table

Forbes

17-07-2025

Andrew Collis is Chief Financial Officer at Moneypenny, a seasoned CFO who is passionate about people and technology.
The expectations placed on business have changed dramatically. Authenticity, trust and transparency are expected and not optional. And with that shift comes a new challenge and opportunity for chief financial officers (CFOs): to step beyond traditional finance roles and actively help shape the identity and reputation of their organizations.
The days of finance being confined to spreadsheets and quarterly forecasts are over. Today, CFOs need a seat at the brand table, not just to sign off on marketing budgets but to ensure that the financial decisions that are made across the business reflect and reinforce the company's values, vision and public promises.
As leaders, we know that brand is more than marketing. It's the lived reality of how a business operates, and that includes how it allocates resources, invests in people, supports sustainability and communicates risk. As a CFO, I see the financial decisions we make as external signal markers of our identity, integrity and intent.
Historically, brand was the domain of marketing and communications, the territory of logos, tone of voice and campaign messaging. But the world has changed. Today's clients, consumers and employees are deeply values-driven. They're scrutinizing every element of how businesses behave, and that includes how and where they spend their money.
Take sustainability as an example. It's not enough for companies to make vague pledges or plant a tree here and there. People want to see meaningful, measurable investment. At my company, our headquarters in Wrexham were built with sustainability in mind. From solar panels to rainwater harvesting systems and EV chargers, the physical footprint of our business reflects our values. But none of that would have happened without financial leadership actively championing long-term value over short-term cost savings.
Or consider the growing emphasis on employee well-being. It's easy to talk about being a people-first business, but real credibility comes when that claim is backed by financial commitment. We've invested in a world-class working environment including an on-site pub, treehouse meeting rooms and dedicated well-being spaces.
This is because we believe that not only is it the right thing to do but also that happy people do better work. That belief is now part of our employer brand, attracting top people and increasing retention. Once again, finance and listening to what our people wanted in their office (our founders asked every member of the team what they would like in the office and put this into the blueprint) played a key role in turning a value into a tangible reality.
Financial transparency builds trust.
As companies come under increasing pressure to prove that they're doing the right thing environmentally, socially and ethically, the finance function becomes a cornerstone of brand trust. Financial transparency isn't just a regulatory requirement. It's a reputational necessity.
Investors and stakeholders want to see alignment between what a business says and what it does. If you claim to care about diversity, does your recruitment and leadership support that? Ultimately, it's about putting your money where your mission is—and that starts with clear, consistent reporting.
This is particularly vital when it comes to environmental, social and governance (ESG) metrics. Too many businesses still treat ESG as a bolt-on, reporting it in a separate document that never quite ties back to the core strategy. But ESG is financial and the right thing to do for our employees, customers and the environment.
Whether it's the cost of carbon-saving initiatives, the return on investment (ROI) of mental health programs, organizing blood donation banks in partnership with local hospitals or the risks associated with supply chain ethics, these commitments all show up in the numbers, and they shape brand perception.
Move from scorekeeper to strategic storyteller.
The CFO of the past was the gatekeeper, focused on managing cost, controlling risk and ensuring compliance. But today's CFO must be a storyteller too—not in the sense of crafting slogans, but in helping to shape the narrative of the business through smart, strategic financial decisions.
That means collaborating closely with marketing, operations, your people and across the whole business. It also means embracing a more proactive role in brand strategy, asking: 'Does this investment reflect who we are?' or 'Will this initiative reinforce the trust we've built with our stakeholders?'
This shift is happening across industries, as businesses increasingly recognize that how they spend, invest and report is just as important as what they say. Decisions around sustainability, well-being, innovation or community support all carry a brand message, and the CFO plays a crucial role in ensuring that message is consistent, credible and financially sound.
The CFO's responsibility is not just to approve budgets but to help shape the financial narrative that sits behind every major initiative. It's about ensuring capital is allocated in a way that supports long-term value creation while aligning with the expectations of investors, communities and employees alike.
The brand table is expanding.
Business is becoming more interconnected, and so are business functions. The brand table is where real decisions are made about the future of the company, and finance must be part of that conversation.
As CFOs, we bring a unique perspective: We understand trade-offs, we forecast risk, and we drive accountability. But we also have a responsibility to ensure that the financial engine of the business is fueling a brand that people believe in: a brand that's credible, consistent and capable of earning long-term trust.
It's not about changing the fundamentals of the CFO role but about recognizing its wider influence and using that to support a consistent, credible brand.
The information provided here is not investment, tax or financial advice. You should consult with a licensed professional for advice concerning your specific situation.
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