How do finance leaders prepare for a Group CFO role? At a recent Criticaleye Aspiring Group CFO Masterclass, a number of consistent themes emerged around what differentiates those who successfully make the transition. Here are five top tips to making the step up.  

1. Judgement and influence matter more than technical expertise 

Technical capability is assumed at this level. What sets future CFOs apart is their ability to influence, exercise sound judgement and demonstrate presence. The role increasingly requires individuals to act as the conscience of the business, where integrity and consistency underpin trust. 
 

2. Readiness must be demonstrated early 

Aspiring CFOs cannot wait for the role to prove themselves. They need to actively create exposure to senior stakeholders, contribute to strategic discussions and build visibility beyond finance. This includes taking on broader initiatives such as transformation, risk and ESG to demonstrate commercial and organisational awareness. 
 

3. Stakeholder relationships are critical to success  

Effective CFOs build strong relationships with the CEO, CPO, Chair and Board. This requires a deliberate approach to engagement, both formal and informal. The ability to challenge constructively using logic and clarity is essential, as is aligning with key stakeholders ahead of Board discussions where possible. 
 

4. A shift in mindset 

Stepping into a Group CFO position involves more than a change in title. It requires clarity of purpose and a defined leadership approach. Establishing credibility early through visible decision making and setting expectations is key. Internally, relationships must be reset with professionalism as the peer group shifts. 
 

5. The role extends well beyond finance 

At Board level, the CFO is responsible for contributing to the wider business agenda, from strategy through to execution. Consistency in behaviour and decision-making builds credibility over time, while transparency strengthens trust. Increasingly, this means being more actively involved in areas such as business transformation, talent and culture, risk and ESG, as well as shaping long term strategic direction beyond the numbers.  

It is common for Group CFOs to operate across international markets, requiring them to navigate different regulatory environments, cultural dynamics and economic conditions while maintaining a cohesive global strategy. 

This broader leadership remit is increasingly evident in how CFOs navigate transformation. In a recent Criticaleye podcast Bérangère Michel, Group CFO, BBC and Ben Freeman Country CFO, RWE Renewables UK and Global Director, RWE Offshore highlight the importance of balancing commercial priorities with empathy, culture and resilience when leading through change. Responsibilities not traditionally associated with the CFO role.  

They reinforce that the transition to Group CFO is as much about leadership and influence as it is about financial expertise. Those who succeed are the ones who begin operating at this level well before they step into the role. 

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Criticaleye transforms global leaders, including Group and Aspiring CFOs, through a combination of targeted mentorship, strategic guidance and immersive learning experiences. We empower leaders with the skills and insights necessary to become world-class finance professionals.  

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