Nine reports every CFO should be presenting in leading finance functions

In our recent guide, Group Finance Reporting, we explored the importance of accurate, real-time reporting and the challenges finance leaders face when working across disconnected systems. At the heart of these challenges is a common goal: achieving a single version of the truth across all financial and operational data.

This article continues that conversation by spotlighting the core reports every CFO should be delivering to drive strategic decision-making and performance management. While metrics will vary across industries, these reporting themes are universal for forward-thinking finance functions.

Why are CFO reports important?

Financial reporting is the backbone of performance insight. It equips finance leaders with the data they need to guide the business, communicate with stakeholders, and drive informed decisions.

Whether shared internally with executive teams or externally with investors and lenders, CFO reports offer a concise, structured view of the company’s financial health, operational efficiency, and strategic direction.

Below, we outline the nine reports that should form the foundation of every modern CFO’s reporting suite.

1. Cash and cashflow forecast

Cash is the lifeblood of any business. With economic uncertainty still affecting global markets, a robust short- and medium-term cashflow forecast is non-negotiable.

This should include a rolling 60- or 90-day forecast, reconciled against your opening balance sheet, as well as integrated projections across the P&L and balance sheet. Yet, many SMEs still lack a structured cashflow forecasting process—this is a key area where finance leaders can add immediate value.

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2. OKR (Objectives and Key Results) reporting

Too often, OKRs are defined but not monitored. Less than half of FTSE 100 companies consistently report on their strategic objectives—and this figure is significantly lower in the SME sector.

Aligning reporting to your business goals helps maintain focus and ensures operational activities are contributing to strategic success. Whether formal OKRs or key project milestones, progress should be clearly and regularly reported.

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3. Risk reporting

In a world of constant disruption, risk management must become a core part of finance reporting. The modern CFO is increasingly seen as the Chief Performance Officer—and that includes managing risk.

A live risk register—covering likelihood, impact, and mitigation strategies—helps drive proactive planning. Highlighting risks early is often enough to trigger the right action and protect business continuity.

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4. Sales forecast or customer pipeline

Future revenue is just as critical as current performance. A detailed pipeline or sales forecast should cover both volume and value, with clear conversion probabilities and timelines.

This information is essential for integrating revenue projections with cashflow forecasts and assessing the sustainability of current growth levels.

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5. Consolidated and segmented P&L, balance sheet and historic cashflow

These core reports provide the high-level financial overview every Board or C-suite requires. However, the real value lies in being able to drill down into segmented insights—by business unit, location, product line, or sales team.

Best-in-class finance functions balance top-down consolidation with granular visibility, enabling smarter, more strategic decisions across the business.

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6. Product/sales mix and concentration

This is an extension of the P&L, providing clarity on what’s driving top-line performance. Tracking revenue concentration and product mix helps identify opportunities for diversification or highlight areas of over-dependence.

It’s also a powerful tool for targeting investment and marketing spend where it will deliver the greatest return.

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7. Segmented gross margin/contribution

Gross margin is a fundamental performance metric—but it becomes even more valuable when viewed at a segmented level. Whether across products, geographies or departments, this report allows you to benchmark performance, identify trends, and replicate success across the business.

It also helps highlight areas where efficiency improvements or pricing adjustments may be required.

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8. Customer behaviour

Understanding your customer base is essential for sustainable growth. Key metrics might include acquisition cost, churn rate, repeat purchase behaviour, customer satisfaction (e.g. NPS), and overall revenue per customer.

Customer behaviour reporting ensures that finance plays a central role in shaping customer strategy—not just tracking revenue after the fact.

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9. Internal productivity

Every business wants to do more with less. Productivity reporting helps identify efficient teams, pinpoint bottlenecks, and support continuous improvement across departments.

Benchmarking internal processes and performance helps you make data-driven decisions that support scale and drive profitability.

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Conclusion: What separates leading finance functions from the rest?

While these nine reports are essential, it’s not just about what you report—but how you report it. Leading finance teams share several common traits:

• They report on both financial and operational KPIs
  
  
• They combine structured financials with real-time business intelligence
  
  
• They prioritise analysis and insight over data preparation
  
  
• They support faster, better decisions at every level of the organisation
  
  

Ultimately, finance’s role is to enable decision-makers—across the C-suite and beyond—to act with confidence, speed, and clarity.

Read more

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