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How to succeed as an enterprise co-pilot: three priorities for the modern CFO
The modern CFO must do far more than safeguard financial performance says Carla De Geyseleer, CFO at Schindler Group. Today’s leaders act as enterprise co-pilots, shape long-term value by using sustainability as a growth engine, and build the next generation of finance talent.
The modern CFO sits at the intersection of resilience and growth. Today’s finance leaders must navigate global uncertainty, deploy technology wisely, and steer transformation agendas that cut across the entire enterprise.
At Schindler Group, CFO Carla De Geyseleer sees this shift as fundamentally expanding the role of finance. For her, three priorities define the mandate of the modern finance leader: acting as a co-pilot in steering the business; using sustainability as a driver of value; and developing the next generation of finance leaders.
The CFO takes off: From finance chief to co-pilot
At Schindler, the CFO remit extends to areas including procurement, strategy deployment, investor relations, M&A, and sustainability. This expanded role reflects the complexity that businesses now face, from global supply chains to shifting capital-market expectations. Schindler’s CEO calls the CFO role his ‘co-pilot,’ reflecting the wider responsibility that finance leaders now assume.
De Geyseleer also acts as a primary link with investors, communicating strategy and objectives at investor roadshows and conferences. The CFO role, once focused on stewardship, is now outward-facing and central to strategy. Some observers argue this evolution has made the CFO role too broad, but De Geyseleer disagrees: “It’s simply a reflection of the fact that companies are operating in a more complex environment with a wide range of stakeholders.”
She does, however, concede that this breadth demands a different kind of leadership. “You have more responsibility, so you need a stronger team to support the role,” she says. Staying close to people matters, too. Regular dialogue with regional heads affords De Geyseleer visibility without having to employ micromanagement. And she strives to remain curious, drawing on external programs and welcoming different perspectives to avoid becoming “blind” to new thinking.
Greater digital connectivity means preventive maintenance and fewer breakdowns. Fewer site visits reduce fuel use and carbon emissions.
Sustainability in the hands of the CFO
For De Geyseleer, companies should regard sustainability as neither a reporting obligation nor a branding tool. Rather, she argues, they should see it principally as a driver of long-term value. In this sense, developing and launching sustainable products are essential to respond to market trends. “As a human being, I’m absolutely convinced we need to become a more sustainable company,” she says. “But as a CFO, it also has to make sense from a return perspective.”
Schindler’s approach reflects that logic. The company is piloting an elevator design that uses low carbon-emissions steel, which reduces carbon emissions for key components by up to 75% compared to conventional production (and therefore supports customers in reaching their emission reduction targets). De Geyseleer sees this as representing a fundamental shift in innovation objectives toward products that are more sustainable and, as a result, less environmentally damaging. And there is a clear commercial upside. Customers are advancing their own climate agendas and want suppliers who are aligned with their aims. Suppliers of more sustainable products and services, therefore, have a distinct competitive advantage, especially in markets with ageing infrastructure.
Efficiency gains support the case. Greater digital connectivity means preventive maintenance and fewer breakdowns. Fewer site visits reduce fuel use and carbon emissions. Through this lens, sustainability is a lever that improves customer service and enhances efficiency – two goals of all CFOs.
It’s one reason the Sustainability Office at Schindler reports to the CFO. De Geyseleer embeds environmental sustainability factors into decisions on capital, product and long-term competitiveness. For her, the emphasis is as much on action as it is reporting.
“You have your fingers in everything, and you can contribute a lot. It's a role which allows you to contribute significantly to the development of an organisation.”
Shaping the next generation: Leadership beyond the numbers
De Geyseleer sees a primary responsibility of the expanded CFO role to involve developing your successors. The job now demands more than technical expertise, she says. It requires strategic perspective, adaptability – and leadership.
In a competitive job market, Schindler’s sustainability ambitions help attract younger professionals, offering them a sense of purpose. But purpose alone is not enough. For De Geyseleer, building strong talent pipelines also means investing in diverse teams with a global mindset. Gender diversity remains a personal priority. “I hope a lot of women see the CFO role as an attractive career destination,” she says.
De Geyseleer’s message to early-career professionals is direct: “Go for it.” But she also stresses the importance of stepping back. Learning through programs at IMD and a broad peer network help her avoid lapsing into tunnel vision. In her view, the real legacy of a modern CFO is not financial performance, but the colleagues you empower. “You have your fingers in everything, and you can contribute a lot. It’s a role which allows you to contribute significantly to the development of an organisation.”
De Geyseleer represents a style of CFO leadership built on clarity, curiosity, and connection. She sees value in sustainability, strength in teamwork, and purpose in developing future leaders. In her view, the modern CFO has influence everywhere. And that is precisely what makes the role so rewarding.
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