Successful CFOs are builders, not just caretakers. Their job is not only to maintain what already exists but also to design, construct and scale the financial systems that allow a young business to thrive. A useful way to think about this is through the lens of urban planning and architecture. 

Just as cities evolve from foundations to buildings and neighbourhoods, so too does a finance function in a growing business.

1. Foundation – the sub-level of the city

In urban planning, the very first priority is to ensure the ground beneath the city is sound. Utility providers lay down water, sewage, electricity and internet lines, making sure every site has what it needs. A weak foundation will compromise everything that comes after it.

In a business, this role belongs to the accounting team. Their job is to ensure accurate financial data, timely reporting and reliable cash flow management. Without this foundation, you can’t get meaningful insights, secure funding or make confident decisions. Many founders underestimate this stage, but getting it wrong creates fragility that only magnifies as the company grows.

2. Strategy – the design of the city

Once the foundation is secure, urban planners look at the streets: how neighbourhoods connect, how traffic flows and how communities take shape. This involves rules and codes, but most of all, it is about purpose and intent. 

For businesses, this is where finance leaders and founders define the “why” of financial management. What opportunities should the company pursue? Where are the risks? How will limited resources be allocated? The finance function is not just a back-office cost centre—it can be the architect of purpose and priority, shaping how the business moves forward.

3. Planning – the blueprints of a building

With the foundations stable and the purpose clear, architects can draw up plans for individual buildings. They interpret the planners’ guidelines into designs that balance ambition with practicality.

For a finance team, planning means bridging the gap between strategy and execution. It involves translating broad priorities into measurable objectives and specific activities. Who will do what? When will it be delivered? How will success be measured? A good plan aligns financial decisions with the company’s goals, ensuring every initiative is anchored in reality.

4. Execution – the construction of a building

Architects’ drawings are only as good as the engineers who bring them to life. This is where the mobilisation of people, processes and technology comes in.

In the business context, execution means building tools, refining processes and using technology to deliver the finance team’s objectives. This might be rolling out forecasting models, automating reporting or setting up scalable systems for expense management. The quality of execution determines whether strategy remains an inspiring vision or becomes operational reality.

5. Governance – the management of a building

Even the best buildings require ongoing care. Landlords and building managers ensure properties remain safe, compliant and fit for purpose—whether they are schools, hospitals, or residential homes.

Similarly, governance in a company ensures the finance function continues to serve its role as the business grows. Senior leadership must hold themselves accountable for optimising processes, adopting new technologies and maintaining efficiency. Governance accelerates learning loops, helping the company adapt and avoid costly mistakes.

Seeing a company as a city of many buildings

A city doesn’t stop at a single building. It grows into a collection of structures—each with its own design and purpose, but all part of a larger ecosystem. In the same way, a business may develop multiple finance initiatives: fundraising, unit economics tracking, geographical expansion, or M&A preparation. Each “building” has its own architecture but contributes to the health of the whole.

At the earliest stages, you may only have foundations, with little strategy to guide you. Or you may have a vision but lack the stable “buildings” to support it. Some startups build impressive structures, but if their neighbours are unsafe—say, an underdeveloped HR or legal function—they remain at risk. The challenge for founders is to recognise where they are in this city-building process and to plan ahead accordingly.

Final thought

Finance in a business is not only about maintaining order—it is about building capacity. Like city planners and architects, finance leaders design environments where people and businesses can flourish. By thinking of your finance team not just as caretakers but as builders, you can create the solid foundations, clear strategies, and well-governed systems that allow your business to scale with confidence.