When industry leaders and innovative thinkers from companies of every size gathered in New York for AFP’s “Scaling for Growth” roundtable, one theme quickly emerged: Regardless of industry or stage of maturity, everyone is grappling with the same core challenge of how to grow effectively without losing control.

“We hosted ‘Scaling for Growth’ with AFP to bring together leaders from different industries and company sizes,” said Travis Spencer-Coye, Head of Financial Innovation and Transformation, Kapitus. “What stood out was that, regardless of scale or sector, everyone is dealing with the same core questions about growth — especially how to time decisions to stay on the right trajectory. Bringing diverse perspectives into one room allowed us to view those challenges through different lenses and shape practical solutions that enable our businesses to scale effectively while remaining resilient in a changing market.”

Growth isn’t a single decision; rather, it’s a series of judgment calls made under pressure, each with imperfect data, competing priorities and shifting expectations. Whether it’s a major capital investment made in the face of unknown demands, navigating investor pressure to deploy excess funding before the needed infrastructure is ready, or aligning teams around what comes next, the challenges the roundtable attendees faced came down to one universal theme: how to make the right decision at the right time.

The CFO’s role: between “no” and “go”

One of the biggest points of discussion was the evolving role of the CFO as both catalyst and stabilizer to growth. The CFO’s job isn’t simply to approve or reject new initiatives; it’s to create the clarity, discipline and structure that allow growth to happen sustainably.

Attendees described this as a tension between two archetypes: the “CFO-No,” who says no to everything in the name of conserving capital, and the “CFO-Go,” who greenlights everything and gives up financial control. There were several personal stories about companies that failed after growing too fast or chasing growth at any price. The sweet spot lies somewhere in between, where finance drives focus rather than friction.

To find that balance, CFOs are leaning on some shared principles:

• Lead with data. When a new idea lands on your desk, enthusiasm alone isn’t enough. As one participant put it, “’Cool’ isn’t a dollar amount.”
• Build trust. Relationships — and an understanding of the full context of how the business creates value — enable CFOs to influence decisions early, rather than serving as the final gatekeeper.
• Educate and engage. The best finance teams don’t just report results; they teach the business how to think financially.
• Create optionality. Not every answer is yes or no. “Yes, if …” or “No, but …” can open doors for experimentation without risking the whole budget or risking the ruin of relationships.

The modern CFO’s role is about making growth measurable, testable and intentional, ensuring the company’s ambition and its ability to execute are in alignment.

Data, AI and the new finance mindset

Every conversation about growth eventually turns to data and, increasingly, to the biggest buzz in finance: how to explore and leverage AI. However, the enthusiasm of the attendees was tempered by their experience. As one leader noted, “Everyone fancies themselves a data analyst, but without the finance point of view and experience, it’s easy to draw the wrong conclusions.”

The consensus? Data is powerful, but only when combined with critical thinking. Three “rules” that make this formula a success include:

• The right KPIs — defined, vetted and aligned across teams — keep everyone focused.
• When data doesn’t exist, experiments and tests can help create it.
• Recognizing when data isn’t enough is just as important as having it.

The move to AI tools, scripting languages and large datasets creates the need for a significant mind shift, because for many finance teams, moving beyond Excel to Python, CSV testing and AI-driven simulations can feel unfamiliar. The advice of the leaders in attendance was to start experimentation on a small slice of data, e.g., a CSV file.

They also warned to tread carefully. With innovation comes responsibility, particularly around data privacy and security. “Beware of data leaks when using LLM tools,” one CFO warned, underscoring the fact that governance must evolve along with experimentation.

If you’re looking for a simple approach to taking your first steps with AI, be sure to download the AFP Guide to AI-Powered Finance.

Scaling smarter

By the end of the roundtable, one unified thought filled the room: Growth is not a straight line. It’s about building the decision-making muscle that allows an organization to adapt and seize opportunities with confidence and discipline.

In practice:

• Define problems clearly before solving them.
• Use data as a guide, not a crutch.
• Balance speed with structure.
• Foster a culture where finance isn’t the department of “no,” but the partner that makes “yes” possible.

The mindset that sustains growth is one grounded in curiosity, accountability and the courage to experiment. Because scaling for growth isn’t just about getting bigger. It’s about getting better at making decisions that last.