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Key Takeaways CFO involvement in pricing brings cost visibility, improving margins and decision quality.
Aligning finance and commercial teams ensures pricing reflects market realities and profitability.
Shared data and early finance input help prevent margin erosion and mispriced deals.
In many organizations, pricing sits with the commercial team. The CFO reports and reviews margins after deals are signed.
I spent a decade in corporate banking before becoming a CFO. In banking, I evaluated companies from the outside, analyzing their financial health and creditworthiness to inform lending decisions. When I moved to the CFO side, I noticed that similar financial scrutiny wasn’t always applied internally to pricing.
Finance and commercial teams tend to operate on different timelines and look at different metrics, and the result is that relevant cost data often doesn’t reach pricing conversations when it would be most useful. And, Deloitte’s Q3 2025 CFO Signals survey confirms this. 86% of North American finance chiefs say pricing will become more important to their organizations over the next year, and competitive pressure was the top factor influencing pricing decisions, cited by 62% of CFOs.
Pricing is where revenues and margins take shape, and finance holds information that can improve how those decisions are made.
What CFOs see in pricing that sales teams don’t
Commercial teams are close to the client. They understand what the market will bear, what competitors charge, and what the client values. And their perspective is essential.
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