Let’s start with the basics: what’s the point of a CFO?

At the heart of every great business is someone who asks the hard questions. The Chief Financial Officer (CFO) is not just the person who signs off on the budget. They are the guardian of value. Their job is to manage risk, protect margins, and ensure every penny spent has a measurable impact on the company’s growth, resilience and profitability.

So when your Learning and Development strategy lands on their desk, it needs to do more than sound good. It needs to add up.

Adding Up

Here’s the rub: L&D often gets caught in the “nice to have” zone. The stories are compelling, the intent is pure, but when it comes to hard commercial outcomes, the message can feel fuzzy.

And this can be a problem. If you’re not speaking the CFO’s language, your learning proposals risk being seen as a cost rather than an investment.

So, how do you get their attention and their buy-in?

What CFOs Really Want from L&D

Let’s break it down. Here’s what your CFO is looking for when they scan your learning business case:

1. Return on Investment (Not Just Completion Rates)

CFOs want evidence that L&D moves the needle.

That means:

• Increased productivity

• Reduced time-to-competence

• Improved retention

• Fewer compliance breaches

• Better customer outcomes

  
  

Example: Instead of reporting “92% of managers completed the leadership course”, try “Team productivity rose by 17% after course completion”.

Want to prove ROI? Explore how Popcorn’s blogs on impact help track and showcase business outcomes.

2. Clear Link to Strategic Goals

CFOs are laser-focused on the company’s big levers: growth, cost control, risk management and operational efficiency.

If your learning needs analysis or leadership development program isn’t explicitly aligned to those levers, it’s unlikely to make the cut.

Example: Don’t pitch “wellbeing training”. Pitch “reducing absenteeism costs through early intervention and support strategies”.

3. Low-Risk, High-Return Plans

CFOs are trained to spot risk. So they want learning strategies that are scalable, measurable and built on solid foundations.

If your plan requires a huge upfront cost with vague outcomes, you’ve already lost them.

Better: Propose a phased rollout using microlearning development or a pilot version of your digital learning solution. Show how early wins will de-risk further investment.

4. Data, Not Just Demos

A beautiful course is nice. A course with business data is better.

Use performance metrics, HR trends, learner analytics and post-training KPIs to support your case. Wherever possible, bring in external benchmarks to show that you’re not just guessing.

Check out how Popcorn supports robust reporting with our built-in Digital Learning Solutions.

5. Language They Understand

Avoid learning jargon like “Kirkpatrick Level 3” or “constructivist learning frameworks”. Instead, translate your case into commercial terms.

• Replace “learner engagement” with “reduced churn”

• Replace “interactive eLearning” with “faster time-to-competence”

• Replace “blended solution” with “lower delivery costs, higher reach”

  
  

The goal is to make your CFO say, “I get it. This makes sense.”

Final Thought: Get a Seat at the Strategy Table

If you want the CFO to back your learning strategy, treat them like your most important learner.

Educate them. Speak their language. Show your impact. And most importantly, position L&D not as a cost centre, but as a value engine.

At Popcorn, we help businesses do exactly that, with custom eLearning content and strategic support that bridges the gap between learning and commercial outcomes.

Because when L&D speaks CFO, the answer is more likely to be “yes”.