In its latest Emerging & Midmarket CFO Quick Pulse Survey, The CFO Alliance polled over 9,000 financial executives to capture their outlook on the economic landscape and how it’s reshaping their strategies. The results highlight a climate of uncertainty, cautious recalibration, and emerging areas of focus for CFOs navigating market uncertainty.
Key findings comprise:
An unclear forecast regarding tariff policy
Confidence in near-term clarity around U.S. tariff strategy remains low. Nearly half of the survey respondents (48.5%) expect it will take at least six months to gain insight into new policy directions. Another 37.9% anticipate a wait of 12 months or more. Only 13.6% believe clarity will come within three months, revealing widespread skepticism and a wait-and-see approach among finance leaders.
Market volatility spurs diverse responses
CFOs are split on how they are reacting to increased market volatility and global tension:
- 28.8% report taking no immediate action.
- 18.2% are adjusting pricing models, and another 18.2% are reevaluating vendor contracts and supplier relationships.
- 13.6% are increasing cash reserves or shifting capital allocation.
- 10.6% are pausing capital investments or expansion plans.
- 9.1% are reassessing workforce-related strategies, including compensation.
- A small fraction (1.5%) is accelerating nearshoring or reshoring efforts.
These diverse tactics reveal a blend of caution and strategic repositioning across sectors.
Budget forecasts under pressure
When asked how global economic sentiment and policy uncertainty affect their forecasts, a majority (55.4%) cited a “moderately negative” impact relative to their original budget. Another 18.5% reported a “significantly negative” impact. Only 4.6% noted any moderately positive effects, while 21.5% remained neutral.
New priorities emerge for finance leaders
In light of shifting economic dynamics, accounting and finance teams are rethinking where to focus their efforts.
Areas becoming higher priorities include:
- Scenario planning & financial modelling (35.4%)
- Liquidity & working capital management (29.2%)
- Strategic sourcing and procurement (15.4%)
- Cost optimisation (13.8%)
- Talent strategy & workplace planning (6.2%)
This shift in priorities reflects a move toward agility, risk mitigation, and strategic foresight in an increasingly complex environment.
Leadership and talent
Amid continued economic uncertainty, nearly 70% of respondents have not made changes to their 2025 talent strategy, as they are still in the evaluation phase. Meanwhile, 18.2% have already enacted hiring or compensation freezes in response to current conditions. As financial leaders navigate shifting trade policies and global market volatility, many are turning to peer collaboration for support—about 32% are engaging in small group forums focused on industry-specific challenges, while nearly 26% are participating in CFO roundtables centered on scenario planning and forecasting.
Final thoughts
The latest CFO Alliance Pulse Survey underscores a clear trend: uncertainty is reshaping the mindset and priorities of financial leaders across emerging and midmarket companies. While many CFOs remain cautious, holding off on immediate changes to talent strategy or awaiting clarity on tariff policy, they are far from passive. Instead, they are doubling down on financial modelling, liquidity management, and strategic scenario planning. Others are prioritizing cost optimisation, adjusting pricing models, and reevaluating vendor contracts and supplier relationships. The data points to a profession in transition, where adaptability, collaboration, and forward-thinking leadership are becoming not just valuable, but essential, for navigating what lies ahead in 2025 and beyond.
