Driving positive momentum

As someone who’s spent many years working with financial reporting across different industries, it’s become clear to me that financial leadership is never just about the numbers. It’s about transforming data and strategic priorities into clear communication that people can act on.

I’ve always been a fan of cycling. There’s something fascinating about the way a cycling team works together. Different riders bringing different strengths, timing, and tactics to push each other forward. It’s one of those rare situations where teamwork genuinely makes the dream work.

Research shows that up to 75% of major transformations fail. Often not because the strategy was wrong, but because the execution stumbled – on time, on budget, or on anchoring the change in the organisation. That was exactly the conversation we had at this CFO Agenda: what it takes to make transformation work in practice.

This article shares our practical approach to scenario planning – not as a rigid framework, but as a flexible mindset and method that helps companies turn uncertainty into strategic advantage.

The words we choose shape how we relate to the world. When private equity relies on a technical, US-centric vocabulary rooted in finance and legal jargon, it can create distance from the people it needs to engage: leaders, boards, and employees.

Mergers and acquisitions remain a key driver of growth, transformation, and strategic expansion. However, executing business transactions successfully requires strong leadership, structured processes, and the ability to manage complexity across multiple stakeholders.

In recent years, the responsibilities of the CFO have expanded significantly. Both the CEO and the Board of Directors now expect a broader and more versatile profile for this role.

Private equity firms invest in companies with untapped potential. Their involvement goes beyond providing capital – it’s about driving transformation, fostering development, and creating value.