This article is part of a new series spotlighting the most insightful conversations from the CFO Forum – capturing the themes, challenges and practical lessons shared by finance leaders throughout the day.
At the session on “Fundraising from the CFO Seat,” leaders from Quantexa, Perk, Flo Health and HSBC Innovation Banking unpacked how significantly the CFO role has evolved and what it takes to lead a successful fundraising round in today’s environment.
The Modern CFO: From Scorekeeper to Strategic Architect
The role of the CFO has evolved dramatically. What used to be a backward‑looking job, explaining past performance, has become a forward‑leaning one centred on translating vision into financial reality.
Today’s CFO’s responsible for:
- Building robust financial plans that underpin company strategy
- Creating clear growth and profitability drivers that investors can underwrite
- Ensuring the story and the numbers always align
- Acting as architect of company governance and investor relations in later stages
As companies progress through funding rounds, this strategic role only intensifies.
Early on, the CEO leads the narrative. But by Series C+, the CFO becomes indispensable. Becoming the central figure investors rely on for clarity, conviction and command of detail.
Investor Alignment: The Hidden Variable That Makes or Breaks a Raise
A critical theme was the importance of matching company stage to investor profile.
Early venture funds, growth investors and crossover funds all look for different things. Engaging the wrong investors at the wrong time creates the painful “too early” or “too late” dynamic.
Great CFOs curate their investor universe carefully. Not just for capital, but for partnership quality.
And the hierarchy of priorities?
- Quality of investor – Will they take your call at 1am during a crisis?
- Quantum – Raise more than you think you need; markets turn quickly.
- Valuation – Almost always market-determined and the least controllable.
Preparation: The 18+ Month Fundraising Horizon
One of the most actionable insights was the emphasis on long-term preparation.
Later-stage raises often require more than 18 months of groundwork, including:
- Systems capable of rich, multi-dimensional reporting
- A strategic narrative that is perfectly mirrored by the financial model
- Absolute consistency in delivering forecasted numbers
Missing your numbers during a fundraising process is one of the fastest ways to lose investor trust.
The Two‑Scenario Method: Aligning CEO Vision and CFO Reality
Raising capital requires tight internal alignment. The panel highlighted a simple but powerful tool:
- The internal plan: The CEO’s aspirational, stretch vision
- The external plan: The CFO’s realistic, defendable commitment
These plans are linked by 7–10 key drivers investors can interrogate.
This approach allows healthy ambition internally while offering investors a credible, realistic case externally.
Relationships: The Real Competitive Advantage
The best fundraising results come long before the raise.
CFOs who build relationships 2+ years in advance see dramatically smoother processes. Investors are more open, more transparent and more human when you aren’t asking for money.
Regular, low-pressure catch-ups create:
- Trust
- Pattern recognition
- A shared understanding of performance
- Much faster decision-making when the time comes
In other words, fundraising is not a transaction but a long-term partnership strategy.
Financial Discipline: The Engine Behind Hypergrowth
Contrary to the stereotype, discipline doesn’t slow hypergrowth; it enables it. The CFO’s job is not to reduce spend, but to allocate capital intelligently.
Panelists emphasised a “first principles” approach:
- Why this investment?
- What return will it generate?
- Is there a higher-ROI alternative?
Metrics shift with maturity:
Early stage: growth metrics dominate.
Later stage: profitable growth and unit economics matter most.
Across stages, some fundamentals remain constant:
- CAC payback
- CAC to LTV ratios for pre-profit valuation
- Healthy SaaS benchmarks like Rule of 40, Cash EBITDA and working capital clarity
These metrics reassure investors that even pre-profit companies understand their economics deeply.
The CFO Readiness Test
A standout moment from the panel was a simple yet powerful self-check for any CFO preparing to raise:
Can you pitch the entire business end-to-end, solo, for 45 minutes and handle the hardest questions?
If yes, you’re fundraising‑ready.
If not, there’s work to do.
The Takeaway
Fundraising today demands far more than polished decks and strong numbers. It requires long-term preparation, narrative clarity, investor alignment, and a CFO who serves as the bridge between ambition and reality.
In a world where capital is cautious and scrutiny is high, the CFO is no longer the quiet financial steward but the strategic leader shaping the company’s most pivotal growth moments.
Get in touch
Whether you’re preparing for your next round, refining your metrics, or building long‑term investor relationships, our Tech & High Growth team can help you turn strategy into execution. Get in touch to chat through how we can support you.
