In part 1 of this series, I explored how the Financial Controller role has evolved far beyond reporting and compliance.
But recognising that the role has changed is only part of the story.
The bigger question is: what does that evolution actually feel like for the people doing the job every day?
The role is now more visible, more commercially involved and more influential than ever before.
But with that evolution comes pressure, and while expectations have increased, the opportunities for professional discussion, shared learning and external perspective haven’t always evolved at the same pace.
And for many Financial Controllers working in SMEs, the challenges they face are often carried quietly.
Balancing accuracy with agility
One of the biggest tensions in the role today is the balance between maintaining control and enabling pace. Businesses want faster information, they want quicker decisions and they want greater flexibility.
But finance still has a responsibility to ensure accuracy, compliance and stability.
That can leave Financial Controllers caught in the middle – trying to protect the integrity of the business, while at the same time helping it move forward.
And in SMEs in particular, there often isn’t the luxury of extra resource or specialist support to help absorb that pressure.
The expectation to ‘do more’
For many Financial Controllers, the role has gradually expanded over time.
What may once have been primarily an operational finance role now includes:
- Leadership responsibilities
- Systems and process improvement
- Commercial analysis
- Team development
- Strategic input
- Technology and automation projects
And often, these additional responsibilities come without anything else being taken away.
The result is that many Financial Controllers are operating across an incredibly broad remit, constantly shifting between detail, strategy and managing the team, throughout the day.
Decision overwhelm
One of the things I hear most often from finance professionals is not necessarily that the work is difficult, but that the sheer volume of decisions that need to be taken can become exhausting.
Every day involves judgement calls.
What needs escalating?
What can wait?
Where is the risk?
What’s commercially right versus technically ideal?
And because many Financial Controllers work in small teams, there isn’t always someone to sense-check those decisions with.
That level of responsibility can become mentally draining over time, particularly when you’re the person others rely on for detail and certainty.
Leadership
Another challenge is the move into leadership. Many Financial Controllers develop their careers because they are technically strong, reliable and capable. But leading a finance function often requires something different.
You’re no longer just managing tasks – you’re managing people, priorities, performance and expectations.
And unlike technical finance skills, leadership capability is rarely something people feel they completely master overnight.
The safe pair of hands
Finance professionals are often seen as the calm centre of the business, they are the reliable ones and the people who hold things together.
But that perception can sometimes make it harder to seek another perspective or talk openly about the challenges you’re facing.
Because when you’re known as the dependable person, there can be an expectation that you’ll simply keep coping, regardless of workload, change or pressure.
The reality is, even highly capable people benefit from perspective, discussion and support.
Why shared experience matters
One of the most valuable things for any Financial Controller is the opportunity to speak openly with others facing similar situations. Not necessarily because someone else has all the answers, but because hearing how others approach similar challenges can often bring confidence and reassurance, and remove the notion that you have to be able to solve everything alone.
Sometimes it’s simply reassuring to understand:
- Other businesses are facing similar challenges
- Other finance leaders are experiencing the same pressures
- There isn’t always one perfect answer
That sense of shared experience can make a significant difference – both professionally and personally.
A Final Thought
The demands placed on Financial Controllers are unlikely to reduce any time soon.
If anything, the role will continue to become broader, more strategic and more influential within SMEs.
But as expectations continue to rise, so too should the level of support available to the people doing the role.
Because strong finance leadership doesn’t happen in isolation.
