As organisations navigate an era defined by innovation, competition, and technological disruption, the role of the chief financial officer (CFO) has never been more critical.

UK businesses are navigating turbulent economic headwinds in 2025. Evolving inflation, a slower GDP growth, wage and labour fluctuation, currency shift and a changing regulatory and tax environment, are forcing C-suite to look to CFOs to help them manage change, uncover growth opportunities in new markets, and steer the business away from risk.

There’s ever more challenges and conversely, opportunities for growth. However, for CFOs to seize these opportunities, they must evolve into strategic leaders, uniting technical acumen with a broader vision for organisational success.

With this in mind, a new report, Finance 2035 from enterprise finance platform OneStream takes in the view from 2,000 business leaders and investors to understand what barriers CFOs face in the future.

Rising Expectations

Over the past three to five years, expectations for CFOs have skyrocketed, with 75% of CFOs acknowledging this increased pressure.

Two-thirds (65%) of business leaders, including CEOs and line-of-business (LOB) managers, anticipate that the CFO’s role will be even more important by 2035, a sentiment echoed by an overwhelming 88% of investors.

These stakeholders envision CFOs as ambitious growth drivers, a view held by 69% of CEOs and 78% of LOB managers. In the UK alone, 71% of CEOs and LOB managers expect their CFOs to spearhead corporate growth.

Yet, this elevated status comes with significant challenges.

Sixty-nine percent of CFOs admit they are struggling to drive organisational strategy and growth due to an ever-expanding remit.

As modern CFOs are expected to be “masters of everything,” they must balance operational duties with strategic responsibilities, often without the bandwidth to fully embrace their transformative potential.

The Investor Perspective

Investors place immense value on CFO competence, ranking it as the second most important factor when evaluating an organisation’s investability, surpassing even the CEO’s competence.

More than three-quarters (78%) of investors agree that CFOs must demonstrate technical, operational, and strategic expertise to instil confidence. This holistic skill set includes mastery in areas such as data analytics, emerging technologies, risk management, and market analysis.

The financial impact of an effective CFO is tangible.

On average, investors increased their initial investment by 2.6% when the CFO acted as the primary strategic growth driver – a figure that climbs to 3.6% among the world’s largest asset managers.

Furthermore, organisations where CFOs modernised finance operations saw an average investment increase of 2.9%.

Technology and Unified Data

The path to becoming a strategic growth driver demands that CFOs embrace technological innovation and unified data strategies. By 2035, 74% of CFOs believe that AI and automation will have completely reshaped the finance function. This technological shift is essential, as 70% of CEOs and 68% of CFOs warn that organisations failing to invest in technology, infrastructure, and workforce skills risk obsolescence within five years.

Unified data, in particular, is emerging as a cornerstone of organisational success. Nearly three-quarters (74%) of CEOs and CFOs agree that data-driven decision-making is now the primary determinant of competitive advantage. To fully realise this potential, CFOs must break down silos, foster cross-departmental collaboration, and invest in building data literacy across their teams.

Modern CFOs are expected to go beyond financial stewardship to embrace a more purpose-driven approach. Two-thirds (67%) of CEOs and 72% of LOB managers expect CFOs to understand all dimensions of the business – its risks, opportunities, and purpose.

This shift toward purpose is underscored by the rising importance of environmental, social, and governance (ESG) factors. Today, 85% of investors expect CFOs to quantify and enhance corporate value beyond profit, with 73% emphasising the importance of strong ESG credentials for global competitiveness.

Decarbonisation strategies are a key focus, with 88% of investors more likely to back organisations with a comprehensive net-zero plan. Among asset managers with portfolios exceeding $3 trillion, this figure rises to 100%. The CFO, positioned at the intersection of finance and strategy, plays a pivotal role in driving these sustainability initiatives.

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According to the report, to thrive in this new era, CFOs must:

1. Modernise Operations: Leverage AI, automation, and data consolidation to enhance efficiency and unlock new value.
2. Break Down Silos: Collaborate across departments to ensure unified efforts toward organisational growth.
3. Expand Skill Sets: Build capabilities in technology, analytics, and communication to meet the demands of an ever-evolving role.
4. Balance Profit and Purpose: Drive financial performance while addressing ESG priorities to meet investor and stakeholder expectations.

Bill Koefoed, CFO at OneStream, says: “In today’s evolving environment, UK CFOs are facing a double-edged sword when it comes to data. While the vast amounts of information at their disposal hold tremendous potential, the overwhelming volume makes it difficult to gain critical insights and drive timely decision-making.

In 2025, the ability to synthesise data will be critical – as CFOs who fail to digitally transform risk falling further behind. To turn this challenge into an opportunity, CFOs must leverage technology to create a single source of truth within the organisation to make the process of using data easier and drive sustainable growth.”