As the CFO role transforms from traditional accounting oversight into a core strategic driver of business growth, risk management, technology adoption, and enterprise strategy, finance executives are grappling with an explosion of networking opportunities—and increasingly selective about where they invest their time.
Jack McCullough, president and founder of the CFO Leadership Council, observes that this evolution has made CFOs prime targets for vendors, fueling a surge in commercialized or sponsor-driven communities. He urges finance leaders to apply the same rigorous discipline used in capital allocation: prioritizing relevance, authenticity, and substance over flashy speakers or large crowds.
McCullough distinguishes peer-led groups—where members shape content through advisory boards—from vendor-focused ones, which can offer value but serve fundamentally different purposes.
Nick Araco Jr., founder and CEO of the mid-market-oriented CFO Alliance, echoes this by emphasizing trust and vulnerability as key differentiators. His organization deliberately limits heavy sponsorship to preserve candid dialogue, where peers ask, “What are you seeing that I’m not?” Araco asserts, “There is no greater source of competency, capability, and confidence building than tapping into the insights and candor of peers,” highlighting that true learning emerges when vulnerability meets shared experience.
Amid this networking overload, leading organizers report a clear shift: CFOs now prioritize genuine value over volume, carefully vetting communities for relevant insights, credible discussions, and meaningful time spent.
Chris Argent, founder of the U.K.-based Generation CFO (GenCFO)—which plans U.S. expansion in 2026—describes the core power of these spaces as threefold: learning, networking for opportunities, and “therapy”—a rare forum for candid peer conversations about leadership pressures that few other venues allow. “There are very few places where you can go and say, ‘I am a senior leader in finance,’ and people will lean in and understand,” Argent said.
To address overload, communities are strategically blending formats. Virtual sessions provide structured learning and broad accessibility, while in-person events foster deeper relationships. Argent views virtual as a “learning environment” and in-person as a “relationship environment,” advocating intentional design to maximize both.
McCullough points to small, targeted virtual peer groups delivering high satisfaction despite modest attendance. At the same time, Araco promotes connected, evolving conversations across formats—signaling a broader industry move from scale and hype toward autonomy, authenticity, and protected peer dialogue.
