In a recent discussion regarding the evolving role of the Chief Financial Officer (CFO), Adrian Suski emphasizes that the CFO's position has transitioned from merely being a 'guardian of numbers' to a vital strategic partner within business frameworks. This shift is particularly notable in the context of the financial landscape shaped by the COVID-19 pandemic and the ongoing impact of the war in Ukraine, where effective cash flow management has become not just important, but nearly a daily task for CFOs. Maintaining profitability and ensuring compliance with financial agreements have emerged as critical responsibilities, especially for large industrial groups such as Cersanit.

Suski further elaborates on the complexities faced by contemporary CFOs, asserting them to be 'masters of masters' and architects of transformation within their organizations. These leaders are tasked with blending hard data with market challenges to navigate through ever-changing economic conditions. The strategic decisions made regarding product mix, sales channels, and trade terms can directly influence a company's EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization), demonstrating the CFO's growing influence in commercial areas beyond traditional financial oversight.

Moreover, it is imperative for CFOs to have a deep understanding of production processes, particularly regarding production costs, to effectively contribute to their organizations. As the landscape continues to evolve, CFOs are being called upon to take initiative in driving transformations that align financial strategies with broader business objectives, ensuring organizations remain agile and responsive to market changes.