Are You Selling What They’re Buying?'s article, "Survival in the Age of Risk," talks about managing risk, of course. But it also talks about what's marketable in today's CFO's:

"We've seen the nature of the CFO profile move," said Lukens. "In the late 1990s and early 2000s, CFOs tended to be deal makers. Today, CFOs tend to be more focused on strategy, innovation, and performance management. They need to build organizations that are flexible enough to deal with business model changes and innovation."

Is your message selling what your target market is buying?

The M&A Boom recently published an article about the rise of mergers & acquisitions … and the affect on CFOs. This statement in the article is not only true, but hopefully illuminating …

"I would say that being CFO is a vulnerable position," says Alain LeCouedic, partner with the Boston Consulting Group in Hong Kong. But, he adds, "CFOs who are seen as value drivers and who grasp the strategy of the new owner are just as likely to be seen as an ally." 

True because this is the role of the “new” CFO. The desired CFO is strategic with a deep understanding of operations.

Illuminating because it drives home the point that it is not enough for a CFO to be great, his greatness must be visible to the people who need to know about him.

–Is your value proposition clear and compelling … does your record of performance speak louder than your experience and responsibilities?

–Have you built visibility among your target audience?

Both are imperative for positioning as a desireable candidate capable of beating out the competition.