As the CFO’s role grows more integrated, today’s financial leaders are embracing mission-driven collaboration, relational leadership, and data-informed flexibility to build trust and guide strategic decision-making in uncertain times.
As the CFO’s role expands and touches more parts of the health system, financial leaders need to assess their strategies for building trust and open communication throughout their organization.
The most recent episode of The Winning Edge webinar series took on the topic of collaborating and building trust as a CFO. The panel featured two HealthLeaders Exchange members: Julie Soekoro, vice president and CFO of Vitruvian Health, and Katina Williams, vice president of corporate finance at the Johns Hopkins Health System.
What Actually Builds Trust?
Lead with Mission, Not Metrics
Soekoro underscored that trust starts with aligning finance decisions to the core mission of delivering quality, sustainable care. By consistently emphasizing that financial stewardship supports patient care and long-term viability, she says she builds credibility with clinical colleagues.
“When leaders see the CFO aligned with the patient care agenda, it changes the dynamic—they see you as part of the team, not driving a separate agenda,” she noted.
She also highlighted the importance of listening with sensitivity, offering help proactively, and staying focused on shared organizational goals rather than individual credit.
Engage Through Intentional Networking
Williams focused on the relational side of trust-building, advocating for meaningful networking that goes beyond formal meetings. She shared how participating in community-based events like health-related fundraisers or advocacy walks, can open doors for informal, authentic connections with clinical leaders and their teams.
“You’d be surprised how many colleagues you run into at community events,” she said. “It’s a great way to connect personally and show support for their service lines.”
She also emphasized the value of connecting with frontline team members, noting that a CFO’s relationship with staff can positively influence how leaders perceive finance’s role in the organization.
Mission Connection
Both leaders said demonstrating a genuine belief in the organization's mission builds long-term trust. The job is not just about managing costs, but also about showing, through words and actions, that finance leaders are aligned with clinical priorities and organizational values.
The Balancing Act
The two leaders also discussed how to walk the tightrope of maintaining financial discipline and supporting innovation and long-term strategic growth, especially amid today’s economic uncertainty. Their perspectives reflect the real-world complexity of the CFO role and the evolving expectations around decision-making, accountability, and leadership.
Williams acknowledged that finding this balance is one of the most difficult aspects of the CFO role—"a dilemma we all face," as she put it. While she admits her financial instincts often lead with the numbers, she emphasized that experience and maturity have helped her appreciate the value of saying yes to strategic opportunities with long-term value, even when they don’t offer immediate returns.
“Affordability and sustainability matter, but so does innovation,” she said. “It’s what sets us apart.”
Her approach encapsulates scenario planning, evaluating both short- and long-term impacts, and weighing risks with stakeholders. And she stressed that while CFOs may not always make the final call, their role in framing decisions with facts is critical.
Soekoro echoed the importance of data, ROI, and mission alignment, but also warned against rigid thinking. Iit’s essential to revisit assumptions, track outcomes, and have the courage to pivot when things don’t go as planned, she said.
“Even if a decision was right at the time, it’s OK to back up and change course if the data shifts,” she added.
Soekoro also emphasized the importance of humility and tone, recalling a time when her message wasn’t well received because of how it was delivered. Trust and collaboration, she noted, are just as important as financial logic when influencing long-term decisions.
Diversify Your POV
Both panelists spoke of the importance of a diverse approach in almost every facet of the CFO’s role, which extends to how they communicate important messages to their teams.
Williams noted the vital role her internal communications teams play when presenting a clear, transparent message to staff; she said she depends on this team for a collaboration of perspectives to craft a message that is direct, calculated and transparent.
With staffing, Soekoro mentioned that even the seemingly small, basic items, like ensuring equipment is operating smoothly, makes a big difference in solidifying the trust of clinical staff. Additionally, Williams noted that ensuring the clinical team is treated as partners, not just employees, is crucial and must be exhibited consistently. When CFOs can openly and easily draw on the support of their team, and vice versa, it makes for a clearer path to solutions when challenges emerge.
Both CFOs emphasized three key tools:
Scenario planning as a decision-making aid, especially in uncertain environments.
Strong executive relationships that allow for honest feedback and collaborative accountability.
Mission alignment as a guiding principle: investment decisions must ultimately serve the community and clinical outcomes, not just the bottom line.
Marie DeFreitas is the CFO editor for HealthLeaders.
KEY TAKEAWAYS
CFOs build credibility by consistently connecting financial strategy to patient care and long-term sustainability, not just cost control.
Informal networking and authentic engagement strengthen connections with clinical teams.
Balancing financial discipline with innovation requires scenario planning, humility, and the ability to pivot when new data emerges.