CFO and treasury align for strategic impact

The roles of the treasurer and the CFO, and the broader finance function, are changing faster than ever as new research reveals both alignment and divergence
 

Treasury is no longer confined to safeguarding cash; it is increasingly a partner in driving strategy, resilience, and growth, according to the latest research from Zanders, which reveals a landscape defined by disruption, complexity and opportunity. At the same time, CFOs are balancing investor expectations, transformation agendas, and enterprise risk, while treasurers sharpen their focus on liquidity, analytics and collaboration.

New reality for finance leadership 

Geopolitical uncertainty, shifting business models, and the rapid rise of artificial intelligence are reshaping how finance operates, and how quickly it must adapt. The demand for real-time data and insights is accelerating, and the ability to turn information into action has become a defining capability of high-performing finance teams.

The Zander survey highlights both alignment and divergence between CFOs and treasurers – areas where they collaborate effectively, and where greater integration will be key to unlocking finance’s full potential.

Treasury reimagined

Once viewed as a transactional function, treasury has become a strategic priority for CFOs and boards alike. The factors driving this shift are clear: 

• Persistent high interest rates have turned cash into a yield-generating asset – while simultaneously raising the cost of debt. 
• Banking instability – including the collapses of SVB and Credit Suisse – has exposed liquidity vulnerabilities and elevated the importance of scenario planning. 
• Geopolitical tensions and trade disruptions have embedded treasury deeper into risk management and strategic decision-making. 
• Cyber threats are rising, with eight in 10 firms reporting attempted fraud in 2024 alone, positioning treasury as a critical first line of defence. 
• In this environment, treasury is not just operational – it is integral to organisational resilience, risk governance, and long-term value creation. CFOs and treasurers may have distinct perspectives, but their priorities are converging: one focused on strategic vision, the other on execution. Together, they form a powerful balance that underpins financial performance. 

Key insights for treasurers

Treasurers largely know where their time should be spent, but even small gaps between intent and reality create big opportunities for impact. 

• Shift time to value: too much time goes to firefighting and debt operations; the upside lies in analytics, risk, and CFO collaboration
• Strategic survival: refinancing walls and tighter credit markets demand sharper liquidity forecasting and scenario planning
• Real-time visibility: better data enables a shift from reaction to anticipation – especially with $100tn+ in global debt amplifying timing risk
• Payments on autopilot: modern technology can unlock capacity, but poor automation design simply accelerates inefficiency
• Working capital oversight: fragmented ownership hides liquidity opportunities; cross-functional alignment is key
• Role clarity pays off: automation and analytics enhance credibility and strengthen the CFO–treasurer partnership
• Bottom line: automate the routine, invest in analytics and collaboration, and turn every basis point saved into strategic margin. 

Key insights for CFOs 

Behind the spreadsheets lies a clear paradox. CFOs recognise that the greatest value lies in treasury, risk, and transformation, but their time remains dominated by reporting and compliance. The cost of this imbalance is measurable, and in some cases, significant

• Time trap: too much time spent on accounting and reporting limits capacity for strategy and risk management
• Cost of misallocation: with inflation around 3.8% (UK) and interest rates near 4.25-4.50% (US), poor capital allocation decisions can cost millions
• Treasury under focus: “refinancing walls” loom large; a 1% rate swing on a $2B facility equals $20M in annual cost
• Digital upside: automation and structured reporting are freeing capacity – 80% of finance professionals are already upskilling in technology 
• Risk blind spot: CSRD brings climate and cyber disclosures to the forefront; enterprise risk management must evolve beyond compliance
• Talent advantage: upskilling finance teams transforms them from reporters of history to enablers of strategy
• The roadmap: rebalance time and investment toward strategy, digital transformation, risk, and talent – the areas that define modern finance leadership.

Bringing it all together 

The 2025 CFO Survey reinforces a simple truth: the finance function sits at the crossroads of strategy and execution. As disruption accelerates, CFOs and treasurers must move in lockstep – translating complexity into clarity, and data into decisions.

The future belongs to those who can balance resilience with opportunity, efficiency with insight, and short-term pressures with long-term value creation. 

If you want to pre-register for the full data and insights from the 2025 CFO survey report, please click here.

The ACT will be hosting a webinar, CFO and Treasury: Aligning for Strategic Impact, with Zanders on 25 November. Click here to book your free place.