Stop Reporting, Start Pitching: What VDS Taught Me About C-Suite Storytelling.

It was a masterclass in influence. They didn’t just show spreadsheets; they defined a problem, painted a vision, and built a vivid narrative around their data. And in that moment, it hit me: This is precisely what the most effective Finance leaders must do. They don't just report; they pitch. They don't just present numbers; they weave a story that demands attention and drives action.

It made me wonder: Why do we often accept a "data dump" in the boardroom, when we demand such a compelling, concise story from a startup seeking investment?

Does this sound familiar?

• You’re on page 10 of a 50-slide deck, and you've already lost the room.
• Executives are staring at a sea of numbers, asking, "So what?" or "Can you just get to the point?"
• Despite immense effort, the finance team is seen primarily as a "scorekeeper"—a historian of what happened—instead of a strategic co-pilot for what’s next.

This isn't a failure of intelligence; it’s a failure of narrative. Traditional financial reports, while rich in data, frequently lack the compelling structure needed to influence decisions at the highest level. They answer "what," but rarely "why" or "what now?"

Your job as a modern finance leader is to build that crucial narrative. Your role is no longer just about data governance; it's about data storytelling. You must shift your team's focus from building reports to building a plot that drives decisions.

Here is a framework for your team to stop "reporting" and start "pitching" your insights:

• Find the 'Plot': Before your team builds a single report, ask them: What is the one thing the board needs to know? What decision are we trying to influence? You must force a focus on the why behind the numbers, not just the what.
• Identify the 'Characters': A good story has clear characters. In finance, these are your key business drivers. You must isolate them. Stop reporting on 100 metrics and zero in on the 5-7 things that actually drive performance and strategic direction.
• Build the 'Story Arc': Structure every analysis like a real story. This makes it instantly digestible and actionable for your C-suite colleagues:
• The Context: "Here’s our plan and the strategic objective."
• The Conflict: "Here’s the variance – what really happened compared to our plan."
• The Insight: "Here’s why it happened – the operational story and root causes behind the number."
• The Resolution: "Here’s our recommendation, the strategic adjustments we propose, and our updated forecast."

For example: Instead of just stating, "Sales missed budget by 5%," the story unfolds: "(Context) We planned aggressive growth in the North region, but (Conflict) we saw a $2M shortfall there. (Insight) This was driven by a key competitor launching a new product, not a failure of our sales team. (Resolution) Therefore, we recommend shifting $500k in marketing funds to defend our key accounts, and our updated forecast reflects this strategic adjustment."

You can't become this storyteller if your team is trapped in the "what."

If your finance professionals spend 80% of their time just gathering, reconciling, and copy-pasting data in spreadsheets, they have no time left for the 'why.' This is why modern Enterprise Performance Management (EPM) and ERP platforms are essential. They aren't just an IT upgrade; they are the engine of this strategic transformation.

Modern EPM tools automate the mundane, repetitive tasks. They buy back your team's valuable headspace, shifting their focus from data gathering to data-driven influence. This is the critical leap from scorekeeper to strategic partner.

The startups at VDS that secure funding aren't always the ones with the best product; they are consistently the ones who tell the clearest, most compelling story. The same holds true in your business.

Your challenge, as a finance leader, is to ask: Is your finance team merely reporting the past, or are they actively influencing the future? Are you a scorekeeper of historical data, or are you a strategic storyteller driving the business forward?

If you're ready to make this shift but are held back by your systems, it's time to build the right foundation. For expert help with your ERP and EPM implementation, contact Nadia Lodroman at www.lodroman.com.