Developing as a Modern CFO - Practical Insights for Aspiring Finance Leaders

For finance professionals building their careers in industry, the route to Finance Director or CFO is not always linear - and the skills required go far beyond technical expertise. 

In this interview, we speak with Jon Blythe, an experienced Group Chief Financial Officer whose career has been shaped through senior finance roles in complex manufacturing and multi-site businesses. Having worked across privately owned organisations, UK operations within US-owned groups, and private-equity-backed environments, Jon brings a pragmatic, experience-led perspective on what genuinely prepares finance professionals for senior leadership.

This conversation is relevant for Financial Controllers and Heads of Finance who are thinking about their next step to FD, as well as Qualified Accountants thinking ahead - offering candid insight into operational grounding, leadership capability, and the realities of operating at board level.

 

You took a less conventional path to CFO, progressing through industry roles rather than via practice. How valuable was that operational grounding in preparing you for senior leadership?

I personally think that’s one of the most important things. You actually learn the practicalities of everything that impacts finance - and how to fix them. That operational experience gives you a level of understanding you simply can’t replicate in a purely technical environment.

 

At what stage did your role evolve from being primarily a finance expert to operating as a broader business leader - and how did you adapt?

I think in my career, I’ve always had a broader role. It spanned everything from transactional finance responsibilities to stakeholder management. At its heart, it’s about interacting with people, questioning, and understanding their needs.

Earlier in my career, I really focused on developing softer skills. I watched others, adopted different styles, and paid attention to what worked - and what didn’t. Neil Maskrey, my CFO at Sheffield Forgemasters, was a very strong mentor and someone I learnt a great deal from.

 

 

You’ve worked across privately owned businesses, UK divisions of US groups, and private-equity-backed organisations. What adjustments do finance leaders need to make when moving between these environments?

It starts with understanding the needs of the key stakeholders. Each business varies depending on its structure.

With privately owned SMEs or groups, the UK executive board and shareholders are the primary stakeholders. Whereas with Private Equity, it’s all about the investor - what they want to achieve and over what timescale.

With US-backed businesses, it can be culturally different, and time-zone gaps make real-time communication more challenging. You need to be comfortable working with a degree of autonomy.

Whenever I’ve moved roles, I’ve taken the time to learn what stakeholders need so I can adapt my strategy, goals, and communication style accordingly.

 

How can finance leaders challenge constructively without becoming blockers to growth or innovation?

This comes back to understanding - not just the stakeholders, but what drives the organisation. It's fundamental to know the key metrics and understand the P&L: what are the biggest costs versus the biggest opportunities, and how can you improve them? Also, understanding the culture and its people. That’s what allows you to challenge in a way that’s helpful rather than obstructive.

 

For newly qualified accountants starting out in industry, which early career choices matter most when progressing towards FD-level responsibility?

First and foremost, having a good mentor and a good boss. If you get that right, it has a massive impact - someone who supports you, challenges you, and gives you exposure to new things.

Secondly, get as much hands-on experience as you can. Understand the roles within your team and the wider business. How does purchase ledger work? What happens on the shop floor? How do we make the product? How do we source materials?

In the past, I’ve done shifts on the shop floor to understand how things work, what the challenges are, and to break down “us and them” barriers.

Finally, be authentic. I didn’t always get this right early in my career. Sometimes I was ‘Mr Senior Finance’ instead of being myself, which affected my ability to build relationships and communicate. Authenticity builds trust and strengthens culture.

 

 

What typically differentiates a strong financial controller or head of finance from someone who is ready for their first FD role?

Being a good Financial Controller is critical to becoming a good Finance Director. You have to understand the finance function - like a conductor of an orchestra.

An FD then steps up into strategy. Good FCs often identify what isn’t working or what could be improved and seek solutions. The FD mindset builds on that, but with a wider commercial and strategic lens.

 

If you were advising a financial controller who wants to step into an FD role within the next two or three years, what should they focus on now?

Make sure you understand your finance department fully and get involved. If you haven’t got a strong mentor, find one through your network. Ask for feedback and actually use it. And be prepared to keep learning.

 

Finally, what advice would you give to your younger self?

I did a sandwich year as part of my degree, which was great. But given the expense of university now, I’d have chosen the apprenticeship route. With an apprenticeship, I’d have gained three years’ experience alongside my qualification. There’s no replacement for learning on the job while studying. It’s not easy, but it’s a great way to start.

 

Jon’s reflections reinforce a consistent theme: there is no substitute for strong fundamentals, operational understanding, and self-awareness as a leader. From seeking out the right mentors and gaining hands-on experience, to developing the confidence to challenge constructively and think commercially, progression to FD or CFO is built steadily over time - not achieved through job titles alone.

For finance professionals considering their next move, this interview offers a grounded reminder that long-term success is shaped as much by how you understand and engage with the business as it is by your technical capability.

If you're looking to explore opportunities for your first Finance Director position, please contact Emma at emma.conroy@incconsulting.co.uk for a confidential discussion.