Dr. Deborah David, Chief Financial Officer of Powergas Ebedei Limited, has called on finance executives to embrace a more strategic, forward-looking role in the modern corporate landscape, emphasizing that the Chief Financial Officer (CFO) is no longer confined to managing balance sheets but now stands at the heart of enterprise strategy and transformation.
Speaking on the evolving role of finance leadership, Dr. David noted that the modern CFO “doesn’t just manage capital; they orchestrate strategy.” She outlined what she described as a new “leadership triad” for today’s finance executives—strategic agility, governance confidence, and value-creation depth.
According to her, strategic agility enables CFOs to pivot resource allocation in real time, responding swiftly to market dynamics and competitive insights. Governance confidence, she said, empowers finance leaders to challenge even top-level strategies with data-driven insights, ensuring that every risk is quantified and every opportunity rigorously stress-tested.
Finally, value-creation depth shifts the focus beyond traditional metrics like EBITDA to embrace broader measures such as intellectual capital and customer lifetime value—factors that sustain long-term enterprise growth.
Dr. David highlighted that advancements in artificial intelligence (AI) are transforming the finance function, with automation now handling a significant portion of the forensic accounting and reporting processes.
“This evolution liberates CFOs to focus on what truly matters—becoming strategic integrators across the C-suite,” she said.
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She urged finance professionals to step beyond spreadsheets and engage actively in operational and strategic discussions, positioning themselves beside the Chief Operating Officer and at the boardroom table where future-defining decisions are made.
“Our place is no longer in the ledger,” Dr. David asserted. “It’s in shaping operations, guiding corporate strategy, and reframing the organization’s future. The modern CFO must be a Chief Futurist Officer, not just a financial gatekeeper.”
Dr. David concluded with a challenge to her peers: “Attend one operational meeting this week that isn’t yours. When finance leaders stay confined to the numbers, we risk becoming a strategic liability. The future belongs to those who engage in the dialogue that shapes it.”
