- TaxSearch Staff
- Wednesday, September 3, 2025
Succession planning has always been a priority for HR leaders. But in today’s finance environment, where roles expand across tax, treasury, Financial Planning & Analysis (FP&A), and risk, the old model of developing specialists is no longer enough.
To prepare tomorrow’s CFOs and heads of tax, HR must think differently about the finance succession planning process. The leaders who rise to the top will be those with broad exposure across finance, who can translate technical expertise into strategic insights.
Why Succession Planning in Finance Must Go Beyond Silos
For decades, finance career paths were siloed: Tax professionals stayed in tax, FP&A analysts remained in planning, and treasury specialists rarely moved outside their lane. That model built deep technical expertise, but often limited the ability to see the big picture.
Today, companies increasingly expect finance leaders to wear multiple hats. At a mid-size firm, one executive may oversee tax, treasury, risk management, and corporate finance. At a large multinational, the tax function has likely expanded to cover international reporting and ESG compliance.
These examples signal a broader trend: Tomorrow’s finance leaders won’t be defined by narrow expertise. They’ll be defined by their ability to connect functions, communicate strategically, and lead cross-functional teams. HR’s role is to design succession planning programs that reflect this new reality.
How can HR build a stronger finance talent pipeline?
Succession planning for silo-free finance leaders requires intentional development pathways. HR can make a difference by:
- Creating rotational assignments. Moving high-potential employees across tax, treasury, and FP&A accelerates leadership development and strengthens retention.
- Cross-training through project work. Embedding finance professionals in initiatives like M&A, ERP rollouts, or ESG reporting exposes them to new disciplines.
- Mentorship and coaching. Pairing specialists with leaders who oversee multiple functions helps translate technical skills into strategic thinking.
- Partnership with academic programs. Encouraging finance recruits with diverse skill sets, including technology and analytics, ensures long-term pipeline health.
This approach builds a finance talent pipeline that is not only succession-ready but also future-ready.
What skills do future finance leaders need beyond tax?
HR leaders are uniquely positioned to define the competencies tomorrow’s leaders must demonstrate. Beyond technical mastery, those include:
- Business fluency. Leaders must explain tax, treasury, or FP&A issues in terms of strategic impact — what it means for growth, profitability, and investor confidence.
- Tech acumen. With AI and automation reshaping workflows, future leaders must know how to leverage technology to improve accuracy and speed.
- Cross-functional collaboration. The ability to connect dots across silos and anticipate how one decision impacts another is increasingly non-negotiable.
These competencies align directly with cross-functional leadership development and help HR ensure the next generation of finance leaders are not just subject-matter experts, but business partners.
Building Future-Ready Finance Leaders
Succession planning in finance can no longer focus only on deep technical expertise. HR leaders must prepare future CFOs and heads of tax who are versatile, collaborative, and able to see around corners.
By designing rotational programs, emphasizing business fluency, and broadening development pathways, HR can safeguard leadership continuity while building the kind of talent pipeline companies will need most: one capable of thriving in a complex, interconnected world.
Want to learn more? See our article Breaking Down Finance Silos: A New Era for Tax Leadership.
