7 Key Strategies for Building a High-Performing Finance Team

Today’s finance team is more than just a support function—it’s a strategic force, shaping decisions, driving growth, and influencing company culture. But building a high-performing finance team that can scale with business demands isn’t easy. At our CFO Connect Summit, finance leaders Kelly Chang of Systematica Investments, Antonio Reza of PVH Corp, Val Elliott from Lavazza Professional UK, and Dav Masaon of Zanda shared insights on building a finance team that’s resilient, strategic, and truly high-performing. 

From embracing new technologies to fostering a culture of curiosity, here’s a look at their biggest insights.

1. Make Continuous Learning Your Competitive Edge

The finance landscape is changing fast, with new tools and methods redefining what’s possible. “For finance teams, staying relevant means staying curious,” said Kelly Chang. She’s seen the power of a learning culture firsthand: “Creating a team that values continuous improvement means we’re always one step ahead.”

To foster a continuous learning environment, Kelly encourages regular feedback loops and incremental skill-building sessions. A practical approach she’s used is 90-day sprints, breaking down learning into manageable tasks and celebrating small wins along the way. This helps build a team that’s adaptable, motivated, and ready to tackle future challenges with confidence.

2. Supercharge Efficiency with Technology (and a Bit of Courage)

Automation, data analytics, AI—these aren’t just finance buzzwords. They’re opportunities. “Technology isn’t just a tool; it’s a way to elevate our role in the business,” said Antonio Reza. His team uses automation to cut down on repetitive tasks, allowing them to dive into more impactful projects.

Adopting new tech, however, requires a willingness to step out of traditional roles. Antonio shared that, at Google, learning SQL was essential for the finance team to directly access and analyse data. Starting small with automation initiatives, such as automating expense reports, helps build confidence in new technology and paves the way for more significant digital transformation.

3. Cultivate Business Partnering Skills—Finance as Strategy’s Secret Weapon

Gone are the days when finance sat on the sidelines. “Finance is now a core part of strategy,” said Dav Mason. “It’s about translating numbers into stories and solutions.” This means finance professionals need to think beyond the spreadsheet and develop interpersonal skills to drive cross-functional collaboration.

Engaging with other departments is key, as finance increasingly plays a role in shaping company-wide decisions. Antonio stressed the importance of understanding the “why” behind each decision, and empowering the finance team to actively participate in strategic discussions. Encouraging collaboration with departments like sales and marketing helps the finance team become a vital partner in achieving broader company goals.

4. Prioritise Data Analytics—It’s How You See Around Corners

Data analytics is the lifeblood of a forward-thinking finance team. “Data isn’t just a tool for hindsight; it’s how we stay ahead,” said Val Elliott. With the right data, finance teams can identify trends before they become issues and give leadership a clear view of the future.

Building a strong analytics capability starts with providing your team access to real-time data and intuitive visualisations. This enables finance professionals to shift from reactive reporting to proactive forecasting, providing insights that can anticipate and mitigate potential challenges. Val highlighted that data-driven foresight helps finance become a more strategic contributor to the organisation.

5. Attract and Keep the Right Talent by Offering Meaningful Opportunities

Top talent wants more than a job; they want to make an impact. As Antonio put it, “I’d choose someone who’s commercially savvy and willing to get involved in strategic conversations over someone who’s just technically sharp.” For him, high-performing teams are built on diversity of thought and experience, with people eager to contribute at every level.

Val added that offering meaningful projects and cross-functional exposure helps retain top talent. Providing employees with ownership of impactful initiatives shows them their work matters, which strengthens engagement and commitment. Clear pathways for growth and a culture that values input are key to attracting and retaining finance professionals who drive value across the organisation.

6. Drive Innovation by Fostering an Ownership Mindset

Innovation requires giving team members the freedom to try new things, even if they might not work perfectly the first time. “Cultivating an ownership mindset helps team members feel empowered to suggest improvements, try new tools, and bring forward creative solutions,” said Kelly.

A strong ownership mindset begins with leaders trusting their teams and encouraging experimentation. Kelly shared that creating an environment where mistakes are learning opportunities, rather than failures, helps fuel innovation. By celebrating both successes and lessons learned, the team feels supported in pushing boundaries, ultimately driving continuous improvement and growth.

7. Leverage the Power of Storytelling—Finance as a Narrator of Impact

It’s one thing to analyse numbers; it’s another to make them tell a compelling story. “Today, finance isn’t just reporting on the past—it’s painting a picture of the future,” said Val. Storytelling is one of the most valuable skills a finance team can have, allowing complex financial data to drive action and inspire confidence.

Teaching the team to frame insights in a narrative style that resonates with non-finance stakeholders helps the broader organisation connect with the finance team’s work. Antonio highlighted that storytelling bridges the gap between finance and the rest of the company, enabling the finance team to effectively communicate the “so what” behind the numbers and ensure alignment on strategic goals.

Building a high-performing finance team isn’t about adding more people—it’s about creating a finance function that’s forward-thinking, adaptable, and collaborative. The insights from this year’s CFO Connect Summit provide a roadmap for doing just that: from embracing technology and data to fostering a culture of ownership, the right approach will turn your finance team into a critical driver of growth and innovation.

–About the Speakers–

Kelly Chang is a dynamic finance leader with over 14 years of experience driving strategic transformation and commercial innovation. Currently, Kelly leads Systematica’s corporate finance team. Kelly has a strong passion for storytelling, business partnering, and leveraging data-driven insights to support decision-making. She is committed to building high-performing teams and fostering a culture of continuous improvement and innovation. With significant experience in both London and Boston, Kelly brings a well-rounded perspective to the evolving role of finance in today’s fast-paced business environment.

Antonio Reza is the current VP of Finance at PVH Corp. Prior to that, he worked as the Commercial Finance Leader for Microsoft France for two years. And before that, he spent almost a decade at GE in different finance positions. He graduated with a double degree in finance and accounting from New Mexico State University and currently resides with his wife and two daughters in Paris, France.

Val Elliott is currently UK Finance Director at Lavazza Professional UK, Val has an extensive career as a finance and operational leader. Having led finance, supply chain, engineering, and HR operational functions, driving high performance functions is a passion. Val has led teams across varying sectors such energy, FMCG, technology, and not-for-profit with a particular focus on B2B markets. Between corporate roles, volunteering is a key part of who she is.

Dav Masaon has over 18 years of experience within the Talent space and quickly rose up the ranks at a global FTSE recruitment firm, working in leadership roles, recruiting across different sectors and providing strategic direction. Dav has worked across different markets globally and successfully delivered on senior mandates across the US, UK, Asia and Europe. 5 years ago, Dav, co-founded executive search firm Zanda, which has scaled rapidly across both New York and London. He is passionate about the tech start-up ecosystem, being a Mentor at Founders Institute and an angel investor. With this knowledge and passion, Zanda was set up to work exclusively with high-growth technology firms, who are in need of expert talent advice, to ensure they can scale up successfully.