Can FP&A Lead to CFO? A Practical Playbook (Part 1)

In this article I’ll walk you through why FP&A is one of the strongest pipelines to the CFO seat today. And how to avoid the four career-killing myths that keep many talented professionals stuck.

I’ll share the real behaviours that get you noticed, the SCALE framework I use with finance leaders, and a simple three-step roadmap to sequence your growth so you don’t stall mid-career.

Why FP&A is a Modern CFO Launchpad

Finance has changed. Boards no longer only reward technical guardianship.

They hire CFOs to shape the future. FP&A is inherently forward-looking: we build models, forecasts, and scenarios that influence capital allocation, pricing, product investment and expansion decisions. That’s why nearly 47% of today’s CFOs have FP&A experience on their resumes. A much larger share than a decade ago.

FP&A work already builds three core capabilities that modern CFOs need:

Interpreting data trends
Translating insights into business actions
Advising executives on risk and reward

The remaining gaps are not about technical finance knowledge but about leadership, visibility and influence. The rest of this article shows how to close those gaps deliberately.

The Four Career-Killing Myths

Believing these myths can stall your career. Call them out early and move past them.

You need an accounting background or CPA to become CFO. This once made sense when most CFOs came from audit and controllership. But the trend has shifted. FP&A experience is now a direct path to CFO roles. What matters most today is strategic thinking built on technical accuracy.
FP&A only builds budgets. Not true. FP&A teams shape pricing, customer lifetime value models, global expansion planning and investment decisions. Work that is indistinguishable from commercial strategy.
You must rotate through every finance function to be qualified. Rotations help, but depth in forecasting, analysis and strategic partnering often outweighs shallow exposure across many functions. Use FP&A to influence decisions, not just check boxes.
You need a top-tier MBA. Advanced degrees help, but boards hire on demonstrated judgment under pressure. Real leadership shows in how you lead complex projects and decisions—not in a diploma.

The SCALE Framework: Your CFO Playbook

To move from FP&A to CFO, focus on five interrelated areas we call it the SCALE Framework: Strategic visibility, Cross-functional collaboration, Accounting foundation, Leadership, Executive presence. Each area has practical actions and measurable signals of success.

S — Strategic Visibility

Move beyond reporting variances. Always attach a recommendation and a business impact. For example, instead of “expenses are over budget,” say: “Based on this trend, reallocating spend could improve ROI by 5%.” Success looks like executives discussing and acting on your recommendation.

C — Cross-functional Collaboration

Build influence by embedding yourself in non-finance decisions. Sit in on sales, marketing or product meetings. Test assumptions. At many firms FP&A staff rotate into product or sales teams to learn business models. A win is when teams invite you back to help shape choices and not just to produce numbers.

A — Accounting Foundation

You don’t need to become a CPA, but you do need a working knowledge of how the three financial statements connect. What I call the “finance passport.” Exposure to controllership, treasury or reporting work helps you anticipate accounting implications of forecasts and answer hard questions with confidence.

L — Leadership

Leadership starts before people management. Mentor junior analysts, lead internal trainings, or volunteer for high-visibility tasks like earnings-call prep. These activities demonstrate initiative and showcase your ability to develop others. The sign of success is when peers and managers see you as someone who multiplies impact.

E — Executive Presence

Executive presence is the difference between analyst and executive. Explain complex analysis clearly and emphasize the “so what” over the “how.” Rehearse presentations with non-finance leaders until your message resonates. You’ll know you’ve succeeded when business leaders start seeking you out for strategic clarity.

Concrete Actions to Practice This Week

Pick one SCALE element and apply it immediately. Examples:

Add a single actionable recommendation to your next report (Strategic Visibility).
Ask to join one weekly sales or product meeting and contribute a modelling perspective (Cross-functional Collaboration).
Prepare a one-page primer showing how your forecast flows into the three financial statements (Accounting Foundation).

Sequence Your Growth: A Simple Three-Step Roadmap

Don’t try to do everything at once. Follow this structured sequence to avoid stalling:

Master the numbers. Go beyond single-outcome forecasts. Build three scenarios and frame each in terms of business impact. This habit signals decision-readiness.
Build business fluency. Spend focused time with other departments. One hour per week listening to leaders’ goals and constraints. Shadow sales calls. Rotation is great but consistency matters more.
Develop leadership through storytelling. Practice concise, 5-minute briefings centered on one or two KPIs. Lead with the impact: “Marketing spend rose 8%; here’s how that affects pipeline and why reallocating could raise returns.”

Applied consistently for 6–12 months, these steps create a track record that looks like leadership experience and that’s what boards hire.

Real-World Signals That FP&A Is Your Path

Look for these career signals internally and externally:

Executives act on and discuss your recommendations.
Non-finance leaders invite you into decision meetings.
You’re asked to explain forecasts in business terms, not just line-by-line numbers.
You’re selected for cross-functional projects or high-visibility financial programs.

Conclusion

FP&A is not a side-track, it’s a launchpad. The technical skills you already have are the baseline. What accelerates you into the CFO seat is strategic visibility, cross-functional influence, a solid accounting foundation, leadership behaviours and executive presence. Use the SCALE framework and the three-step roadmap to structure your growth. Start small, be consistent, and let your actions build the leadership story boards are looking for.

FAQ

Q: Do I need to become a CPA or get an MBA to become CFO?

A: No. Those credentials can help, but they are not required. Boards hire for demonstrated judgment, strategic thinking and leadership. Focus on the SCALE skills and real-world decision experience.

Q: How much FP&A experience is enough before I aim for a CFO path?

A: There’s no fixed number. What matters is the quality of your exposure. Have you influenced strategic decisions, built scenarios that guided investments, and worked closely with operational leaders? If yes, you’re on the right path.

Q: What’s the fastest way to build cross-functional credibility?

A: Start by attending one meeting a week outside finance. Listen first, then test assumptions with models. Deliver insights that help the team make a decision. Repeat consistently.

Q: How do I practice executive presence if I don’t present to the C-suite yet?

A: Rehearse with non-finance leaders, mentors, or peers outside your team. Focus on the “so what” and the recommended action. Solicit feedback and iterate until your message lands with non-finance listeners.

Q: What should I do next after applying SCALE for 6–12 months?

A: Document instances where your recommendations influenced decisions. Use that narrative in performance reviews and promotion conversations. Continue deepening leadership exposure and consider targeted rotations or stretch assignments that broaden your finance passport

“Pick one element from SCALE and practice it this week. Over time, these steps stack into a career narrative that makes you CFO-ready.”

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