Picture this: It’s the monthly Finance Committee meeting. The room is packed—some members scanning printed reports, others waiting for the bottom line. The CFO steps up, clicks to a slide full of numbers, and begins reading from a spreadsheet. Within minutes, attention starts to drift. The data may be accurate, but the message is lost.
Now, imagine a different approach. The CFO opens with a simple graphic, highlighting one key trend and tying it to a real operational impact, explaining what it means for the club today and what the team is doing next. Heads nod, questions follow, and decisions come more easily. The financials haven’t changed, but the delivery has.
That difference between reporting and communicating is why presentation skills matter. Today’s CFO must not only understand the numbers but bring them to life for Boards, department heads, and fellow executives. The ability to present with clarity and confidence is what elevates a CFO from expert to leader.
The Shrinking Talent Pool
Finding top financial talent is more complicated than ever. Key factors include:
Retiring leaders are creating a vacuum in senior financial roles.
Fewer accounting students are moving into leadership-oriented finance roles.
CFO responsibilities have expanded to include strategy, technology, and capital planning.
Burnout and career shifts are prompting early exits.
Competition is fierce across all industries.
Accounting and finance are not the same. Accountants who aspire to CFO roles must have opportunities to grow through mentorship, advanced education, and strategic exposure. Without it, the gap between technical skill and leadership readiness remains wide.
A 2023 McKinsey & Company report, “The Evolving Role of the CFO,” states: “CFOs are no longer just financial stewards—they’re expected to act as strategic partners, change agents, and leaders of digital transformation. The CFO’s ability to connect data-driven insights to a compelling narrative is becoming just as important as their ability to deliver the numbers.”
Clubs increasingly recognize that communication isn’t just a soft skill; it’s a strategic one.
1. Making Numbers Make Sense
Club Boards include members with varied financial backgrounds. The CFO must present financial information in a clear, relevant, and easy-to-understand manner.
Strong CFOs explain what changed, why it matters, and what the club should consider next. For example, an increase in golf course maintenance expenses might signal higher member usage, adverse weather conditions, or the need for long-overdue improvements.
Framing the data with context enables the Board to focus on making decisions, rather than deciphering reports.
2. Partnering with the Head of Club
The CFO and Head of Club must operate in close alignment. Together, they guide financial priorities and long-term planning.
This partnership relies on open communication. The CFO must be able to present trade-offs, offer valuable insights, and ensure alignment between financial strategy and the member experience. Their clarity behind the scenes strengthens the club’s message in every setting.
3. Communicating with the Board
Finance Committee and Board meetings are routine, but they should never feel routine.
Boards want clarity and insight, not a data dump. An effective CFO uses visuals, concise summaries, and operational examples to focus attention. When communication is strong, the Board makes better, faster decisions.
4. Supporting Department Heads
Department heads at a club are responsible for their areas, but are not always trained in reading or responding to financial data. The CFO plays a vital role in helping them make sense of budgets, forecasts, and variances in ways that support both operations and the member experience.
This is where communication becomes a daily leadership tool. A CFO who can explain numbers in plain terms, relate them to day-to-day realities, and offer practical guidance becomes a trusted advisor, not just an overseer. These relationships enhance accountability and foster a more financially aligned leadership team throughout the club.
5. Leading the Finance Team
Internally, the CFO leads the finance and accounting staff, not just through oversight, but by coaching and setting expectations.
When the CFO explains the “why” behind the work, the team becomes more engaged. Strong communication creates a culture of growth and accuracy, the foundation of effective succession planning and/or retention.
Why It All Matters
CFOs who communicate well shape direction, not just reports. This influence extends across the organization, from Board strategy to team development.
In my work placing CFOs with clubs across the country, I see this shift daily. Helping clubs find CFOs who combine financial expertise with a cultural fit, leadership presence, and effective communication skills is the cornerstone of every CFO search. This includes identifying transferable external candidates and supporting internal talent who are ready to step up.
In today’s club environment, the numbers always matter—but how you communicate them makes all the difference.
HFTP Clubs Online – July 2025
Michelle A. Riklan, ACRW, CPRW, CEIC, CJSS is a Career Strategist, Search & Consulting Executive at KOPPLIN KUEBLER & WALLACE (KK&W). KK&W is the leading executive search and consulting firm in the private club industry. Michelle can be reached at 833-KKW-HIRE (559-4473) ext. 717 and at michelle@kkandw.com.