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At EMAsphere, we believe that the role of the CFO is undergoing one of the most exciting transformations in business today. To explore this shift, our team had a chance to interview Christian Frantz Hansen, finance thought leader, expert and consultant in Business & Finance at Business Partnering Institute.
Christian has built his career at the intersection of data, decision-making, and influence, working with companies worldwide to help CFOs and their teams move beyond traditional reporting and into true business partnering.
What follows are key insights from our conversation on how CFOs are moving from number crunchers to influencers, shaping strategy, driving change, and becoming what we call the CFO 2.0.
From insights to influence
Christian’s career mirrors the broader transformation of finance. Early on, he mastered the art of data crunching, building sophisticated models, running complex analysis, and uncovering sharp insights. But he quickly realized something was missing.
“Just because you show someone that something is right,” he recalls, “doesn’t mean they’ll act on it.”
Christian Frantz Hansen
That’s the modern CFO’s challenge in a nutshell: insight doesn't impact until it changes behavior. Numbers alone don’t persuade, but stories do. Emotions drive action, and today’s CFO must be as skilled at connecting with people as they are at analyzing data. As Christian explains, having the IQ to master analytics is no longer enough; success now also depends on EQ, the emotional intelligence to translate insights into influence.
Influence as a core CFO skill
For decades, CFOs were encouraged to “move from accountant to business partner.” But Christian believes the real shift is more profound: from analyst to influencer.
Finance leaders must be able to translate data into compelling stories that resonate with business leaders. They need to spark urgency and engagement across the organization and drive alignment that extends beyond the finance function. It is no longer enough to be the smartest person in the room with the cleanest numbers. Success now depends on the ability to win hearts and minds and unlock the full value of financial insights.
Beyond Finance: influence, technology and trust
CFOs are expanding their influence beyond traditional finance, as their decisions increasingly rely on non-financial metrics and external signals.
As Christian explains, this is why FP&A is evolving into XP&A: better decisions come from combining multiple sources of truth, not just financial data.
Companies that embrace XP&A are positioning themselves to manage performance across all dimensions of the business—people, operations, sustainability, and market impact by weaving diverse data into a bigger picture.
At the same time, technology is evolving fast, from AI and cloud platforms to data reporting & analytics solutions and FP&A tools.
For CFOs, the value is clear: AI and advanced analytics enhance forecasting, streamline reporting, and, through cloud data platforms, bring HR, CRM, and ESG data together in a single source of truth.
Recent research backs the momentum: Gartner (2025) reports that 56% of finance functions plan to increase AI investment by at least 10% in the next two years; McKinsey (2023) highlights how genAI-equipped finance teams boost productivity and decision quality; and Deloitte, CFO Signals (Q4 2024) shows 2025 priorities include digital transformation of finance alongside risk and cost.
Yet, as Christian points out, tools alone don’t drive change, people do. Even the most advanced forecast or dashboard falls flat if stakeholders don’t trust the insights or act on them. The real differentiator is the finance leader’s ability to champion adoption, build trust, and influence behavior across the organization. The modern CFO must provide a holistic view of performance and guide faster, better decisions that create long-term value.
Looking ahead, this is why Christian envisions CFOs evolving into Chief Value Officers. The CFO of the future will not only safeguard financial results but will also take responsibility for broader value creation across people, planet, and profit. Sitting at the strategy table, the finance leader will no longer be seen only as a cautious controller but as a catalyst for decisions, change, and growth. This expanded mandate demands even greater influence skills, as the CFO becomes both steward of the numbers and driver of organizational impact.
Influence as the defining skill
Asked what single piece of advice he would offer today’s finance leaders, Christian was clear: focus on emotional intelligence.
“Finance capabilities land you the role,” he said, “but influence and people skills are what make you successful as a modern CFO.”
As automation and AI increasingly take over routine reporting and number crunching, the skills that will set CFOs apart are creativity, empathy, and the ability to persuade and inspire.
Ultimately, the evolution of the CFO is not only about replacing spreadsheets with new technology. It is also about shifting from insight to influence. Those who thrive will be the ones who master both, the ability to extract meaning from data and the ability to convince, align, and mobilize stakeholders around that meaning.
In short, CFO 2.0 is no longer just a finance expert; they are the ultimate influencer in the C-suite.