When presenting to a CFO, brevity is critical. They think in summaries and bullet points, and a lengthy presentation is a sign of disrespect for their time. Your entire business case should be distilled into a single, powerful page to maintain their attention.
In today's uncertain economy, the CFO is the 'shadow person' in every deal, even when not physically present. Salespeople must always sell to their conservative, fact-based mindset, addressing unstated financial concerns regardless of who is in the room.
While traditional sales emphasizes being liked, CFOs exclusively buy on trust. They don't need a personal relationship, but they must believe in your competence and the integrity of your numbers. Focus on building data-backed credibility, not just personal rapport.
The legally required 'risks' section in a public company's annual report is a goldmine detailing a CFO's biggest concerns. If you can demonstrate how your solution mitigates one of these specific, documented risks, you immediately become a strategic partner.
CFOs respond to numbers, not just pain points. Instead of focusing only on your solution's ROI, first translate the prospect's problem into a clear, granular dollar amount. Show them exactly how much money their current challenge is costing them annually.
Never accept 'we don't have the budget' at face value. CFOs often maintain discreet, unallocated funds for strategic opportunities. A powerful, data-backed business case can persuade the CFO to tap into these hidden reserves, even when department heads are unaware of them.