Atlab CFO Agenda #6: The CFO as a storyteller

Written by

Teis Vester
T: (+45) 4059 7929
M: tve@atlab.dk

At our latest CFO Agenda, we explored a theme that sits at the very heart of modern financial leadership: Storytelling

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. But with more tools and more data at our fingertips, we can easily fall into the trap of overproducing material instead of producing insight.

That’s where storytelling comes in

The art of good storytelling requires discipline. Discipline to decide what matters and leaving out what doesn’t. And most importantly; it’s about understanding your audience and what information is actually valuable to them. At the Agenda, we approached this theme from three different angles, led by our three speakers.

Below I’ve collected some of my favorite takeways from the day:

1. When information is told as a story we remember 70% more of it

Camilla Sebelius from FUSE delivered a powerful reminder of why storytelling has become an essential discipline for modern CFOs. As she pointed out, the world has grown more uncertain, and with that uncertainty comes an even greater dependence on data. Yet more data does not automatically create more clarity. This is where the CFO must step into a new role: not just as the owner of the numbers, but as the transmitter of the message behind them.

Camilla showed how the human brain is wired for stories. We’re exposed to thousands of brand impressions every day, and facts alone rarely break through that noise. But when information is framed as a story, people remember up to 70% more of it. Emotion, not logic, is what drives recall and engagement. For her, a compelling financial narrative always includes two elements: a conflict that makes the situation real, and clear stakes that highlight what is on the line. These elements allow leaders to communicate not just what the numbers say, but why they matter. In this context, the CFO’s job expands. The CFO becomes a key advisor to the CEO, helping translate complex data into stories that build trust, spark action and align people around the decisions that will shape the future.

“When the message is simple, honest and easy to understand, people can act on it. That clarity creates shared understanding across functions, from the kitchen to the boardroom.”

– Kathrine Achen

2. Good storytelling means better decisions making

Kathrine Achen, CFO of Epicurus, Dragsholm Slot, and Jørgensens Hotel, gave us an interesting perspective of leading finance in hospitality: a world defined by unpredictability, thin margins and a relentless focus on the guest experience. For her, the CFO is not just a financial expert but a distinct professional voice alongside chefs, sommeliers and operations leaders. Her role is to shape the “decision architecture” as she calls it. This means, building the right structures to make good decisions possible in a fast-moving environment. Kathrine emphasized that successful financial leadership in hospitality is built on three pillars: strong relationships, real access and high credibility. Without access to the right information, the right people and the right moments of decision-making, the CFO cannot influence the business. And without credibility and integrity, the numbers lose their power.

A key takeaway from her talk was the importance of removing noise from financial communication. When the message is simple, honest and easy to understand, people can act on it. That clarity creates shared understanding across functions, from the kitchen to the boardroom. Kathrine’s perspective highlighted that even in a highly operational industry, finance leadership is ultimately about making the business understandable – and enabling people to do their best work.

3. A shared financial language strengthens trust

Ann-Sofie Østberg Bjergby, CFO at Niras, reminded us that strong reporting is not only a technical exercise. It is a cultural force inside an organisation. When people interpret the same numbers in different ways, alignment breaks down and small misunderstandings grow into strategic gaps. She talked about how a shared financial language strengthens trust and helps teams pull in the same direction. For her, finance plays a central role in creating that shared understanding because that’s what allows people to feel confident about their decisions. And when reporting creates pride rather than confusion, the entire organisation becomes stronger.

Closing reflections

Storytelling is not a soft skill added on top of financial expertise. It’s a core leadership discipline. As CFOs, we’re not simply delivering data. We are building understanding and creating meaning. And the better we become at that, the stronger our companies become.

This is a topic I personally care deeply about and spend a lot of time reflecting on in my own work. There’s much more to explore when it comes to financial storytelling, and this Agenda was very much a starting point rather than a conclusion. I look forward to continuing the conversation and sharing more perspectives and insights as we go.

Thank you to everyone who joined, I’m already looking forward to the next one! If you have ideas for future themes or would like to get involved, feel free to reach out.

– Teis Vester