Chief Value Officer – the evolution of the CFO towards value management

by | Oct 21, 2025 | Blog

Chief Value Officer - ewolucja CFO w kierunku zarządzania wartością

Introduction

The traditional role of the CFO (Chief Financial Officer) has undergone a tremendous evolution in recent years. In the past, it focused mainly on liquidity management, controlling, reporting and accounting supervision. In a world of dynamic change, where not only financial performance but also stakeholder trust, image, innovation and social responsibility are key, this role has proven insufficient.

This has led to the emergence of the position of Chief Value Officer (CVO) – a leader whose primary goal is to build and protect the long-term value of the company.

 

CVO as an evolution of CFO

The CVO is not a competitor to the CFO, but a natural extension of their responsibilities. Where the CFO is responsible for hard financial data and accounting, the CVO takes a broader view, combining finance with intangible and strategic values.

  • The CFO focuses on: financial results, liquidity, budget, taxes and risk.
  • The CVO additionally covers: strategic value, ESG, intellectual capital, reputation, innovation, investor and owner confidence.

In practice, this means that the CVO becomes a “value architect” – a person who puts not only the balance sheet but also the long-term value of the company at the centre of business decisions.

 

Areas of CVO activity

  1. Value measurement
    The CVO introduces new reporting tools – not only profit and loss accounts, but also customer value indicators, brand value, know-how value, and ESG indicators (e.g. carbon footprint, sustainable development).
  2. Strategy and investments
    The CVO assists the management board in making investment decisions based not on short-term returns, but on the potential growth in the value of the company.
  3. Succession and sale
    In family businesses, the CVO plays a key role: they prepare the organisation for transfer to the next generation or for sale to an investor. They are responsible for streamlining processes and reports and presenting the company’s value in a credible manner.
  4. Communication with the market and stakeholders
    The CVO explains to owners and investors where the real value of the company lies, making it possible to obtain favourable financing, strategic partners or a higher valuation in the sale process.

 

Why is the CVO so unique?

In the business market, very few people are able to combine financial, accounting, strategic and ESG competencies into a coherent whole.

A typical CFO has a great understanding of finance and controlling, but often lacks experience in managing intangible assets or building a strategy based on long-term growth. Strategic consultants, on the other hand, rarely have the hard financial skills of a CFO.

A CVO is a rarity – a person who bridges both worlds. That is why this position is gaining importance, especially in medium-sized companies facing the challenges of sales, expansion or succession.

 

Practical examples – medium-sized companies

Polish manufacturing company (furniture industry, 350 employees)
A family-owned company from Greater Poland hired a CVO when the owners began to consider selling their shares. The CVO not only organised the books and finances, but also showed the investor the potential of the brand, production know-how and distribution network. The result: the transaction valuation was 25% higher than the initial offers.

Medium-sized IT company (approx. 180 employees, Warsaw)
CVO prepared the company to attract an industry investor from Germany. Thanks to a professional report on intangible assets (patents, employer brand, customer loyalty), the sale price increased by several million zlotys.

Family-owned logistics company (200 employees, Silesia)
CVO reorganised the financial structure and implemented ESG reporting, which allowed the company to obtain favourable bank financing for investments in eco-friendly trucks. The owner emphasised that without CVO, the bank would not have considered the company sufficiently transparent.

 

Conclusions

Chief Value Officer is a role that is only just gaining popularity, but its impact on organisations, especially medium-sized ones, cannot be overestimated. It is a role that integrates finance, strategy and intangible assets, providing owners and management with a more complete picture of the company’s future.

 

Executive Summary

  • The Chief Value Officer (CVO) is an evolution of the CFO role, focused on maximising the value of the company, not only financially, but also strategically, reputational and ESG.
  • The CVO integrates finance, accounting, strategy, intangible asset management and stakeholder communication.
  • This role has a particularly positive impact on medium-sized companies preparing for sale, succession or investor acquisition.
  • There are few specialists on the market with such interdisciplinary skills, which is why the CVO is becoming an extremely valued function.
  • Case studies show that hiring a CVO has enabled companies to:
    • increase their valuation in M&A transactions by 20-25%,
    • obtain financing on more favourable terms,
    • streamline the organisation in terms of family succession.

👉 The CVO is a value architect – a role that in the coming years will be one of the key factors determining the competitiveness and long-term success of medium-sized enterprises.