Managing a shifting global trade environment with the recent tariff upheavals demands far more than tactical cost-cutting or reactive price adjustments. It requires foresight, agility, and a willingness to challenge long-standing assumptions about supply chains, financial modeling, and communication with customers and internal stakeholders.
When the current administration introduced a series of unpredictable tariff policies, it quickly became clear that this was not a short-term disruption, but a structural change. Most companies’ operations are deeply connected to the global supply networks, and the top line is not immune, either.
The first action was to assemble a cross-functional task force including financial planning and analysis, tax, accounting, treasury, procurement, global sourcing, and manufacturing, that met weekly, collaborated around a shared dynamic model, and committed to treating trade volatility as a strategic issue, not a peripheral one.
Creating a Comprehensive Tariff Impact Assessment
The priority was to model the exposure — not just the apparent imports or manufacturing inputs, but the full extent of supplier relationships and indirect dependencies. Even domestically sourced materials often hide in international supply chains. This detailed mapping provided a more accurate and sobering risk landscape, revealing vulnerabilities that had not been previously considered.
With a foundation in place, the next step was to address the financial models, focusing on the cash flow model. Scenario planning became a core discipline, with regular analyses of a range of tariff regimes, supply chain delays, input cost fluctuations, and potential changes in customer demand. These simulations did not just support budgeting; they reshaped boardroom conversations and helped prioritize investment decisions with confidence.
Strategic Mitigation Beyond Simple Cost-Cutting
With an understanding of the current financial position and considerations for possible scenarios, opportunities were identified to mitigate cost pressure, including renegotiating supplier contracts to increase flexibility and the ability to navigate volatility. Simultaneously, legal and tax advisors assisted in exploring structural changes that could shield the company from the financial impact of future trade shocks.
Diversifying the supplier base was another strategic shift. Vendors in less-exposed regions were evaluated and nearshoring of some key operations was initiated. This was not without challenges; legal, quality control, and logistical issues required coordination and patience.
Pricing decisions presented the most delicate challenge. How would passing them along affect customer relationships if the new costs could not be absorbed internally? Sales and marketing assisted in developing a clear, transparent communication strategy explaining the rationale behind price adjustments.
Driving Alignment and Building Resilience
One of the top priorities was keeping the board and leadership team informed. Regular updates, grounded in scenario modeling and qualitative risk assessments, created alignment and reduced the anxiety that often accompanies uncertainty. These sessions did not just maintain momentum; they helped reinforce strategic discipline across the business.
In retrospect, this experience has underscored an essential truth: Tariffs are just one form of disruption. Chief Financial Officers (CFOs) must assume that trade volatility, geopolitical events, and supply shocks will continue to affect the landscape. That means building flexibility in planning processes, investing in systems that allow real-time reforecasting, and continually diversifying risk and opportunity.
The CFO role now extends well beyond finance. Engage with industry associations, stay close to policy developments, and help shape the broader conversation around business resilience. This expanded mandate may seem daunting, but it is also an opportunity to elevate finance’s position as a key strategic partner.
The most significant transformation was not just operational — it was cultural. The agility mindset embedded in the finance team cascaded across the organization and may be the greatest asset in a world where volatility is the new normal.
The CFO’s Expanding Mandate
In an era of constant disruption, finance must lead, not just in fiscal oversight, but in enterprise strategy. The CFO’s role demands translating external uncertainty into targeted, actionable plans that protect performance and create opportunity.
The companies that thrive in this environment will treat volatility as a catalyst for evolution. For us, the journey through tariff turbulence catalyzed new ways of thinking and operating. We emerged not only more resilient but also more strategically aligned.
In a world where change is the only constant, that may be the most significant competitive advantage.
How Ankura Can Help
Our interim management practice deploys seasoned financial executives in all phases of a company’s lifecycle to guide companies through periods of transition, transaction, or transformation. We bring immediate leadership to stabilize finance functions, enhance cash and liquidity management, improve forecasting and reporting, and support debt restructuring or transaction readiness. Operating as embedded partners, our team of senior professionals have a strong track record of delivering finance and accounting expertise while positioning the team for long-term growth and value creation.
Sign up to receive all the latest insights from Ankura. Subscribe now
© Copyright 2025. The views expressed herein are those of the author(s) and not necessarily the views of Ankura Consulting Group, LLC., its management, its subsidiaries, its affiliates, or its other professionals. Ankura is not a law firm and cannot provide legal advice.
