Hiring, Insight

Storytelling, Risk, and Readiness: The CFO Fundraising Conversation

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For finance leaders aiming for the CFO seat, especially in fast-growing or investor-backed businesses, fundraising is often a key part of the role.

But what if you haven’t done it before? What if that experience isn’t on your CV yet? This episode explores what really matters when stepping into a CFO role without direct fundraising experience. From managing external relationships to crafting a compelling business story, it’s a conversation about mindset, communication, and knowing when you’re truly ready to take the lead.

These insights come from a conversation with Vineta Bajaj, Group CFO at Rohlik Group. With deep experience in high-growth businesses and investor-facing roles, Vineta shares a grounded perspective on navigating the expectations around fundraising. She speaks candidly about building credibility without a track record, the importance of storytelling, and the role mentors can play in bridging experience gaps.

Fundraising isn’t just about Financials

Vineta’s take on fundraising is clear: it’s not just about showing a clean set of numbers. It’s about showing who you are as a leader.

“When people look at fundraising, they don’t want someone who’s had a cushion.” What she means by cushion is the comfort of operating in a business that never needed to raise external funds. If you’ve never had to feel the pressure of runway anxiety or convince others of your long-term vision, some might assume you’re not ready to manage real risk.

But that’s just the perception. The reality, Vineta explains, is more nuanced.

Just because someone hasn’t led a formal raise doesn’t mean they can’t. And just because someone’s worked in a company that never needed funding doesn’t mean they didn’t learn the skills that matter.

It’s about relationships, not just track record

When Vineta talks about credibility in fundraising, she points to one thing above all else: the ability to manage external relationships.

That’s where CFOs can prove their worth, even if they haven’t previously led an investment round. “Demonstrating the ability to manage external relationships, is a way of being able to leverage why you can do that fundraising, even if you don’t have the experience,” Vineta says.

It’s not about faking it. It’s about showing that you know how to build trust, communicate clearly, and operate with a sense of strategic purpose. If you’ve built partnerships, worked closely with investors, or collaborated with board members on big decisions, then you’re already developing the right capabilities.

“Fundraising is about telling a story. It’s about showing that the business is strong, why it’s sustainable, how you’ll use the money, and what controls are in place. It’s also about showing where the industry is headed.

You need to get comfortable telling that story regularly. And if you’re not there yet, finding mentors who can help you build that confidence is key.” – Vineta Bajaj, Group CFO at Rohlik Group

Tell the story, and tell it well

What makes a great fundraising CFO? According to Vineta, it’s not just financial expertise. It’s the ability to tell a story.

“Fundraising is about telling the story,” Vineta says. That means telling investors: the business is solid, here’s why it will be sustainable, this is how we plan to use your money, and these are the controls we’ve put in place.

It’s about giving people confidence, not just in the numbers, but in the leadership behind them.

Vineta sees storytelling as a key skill for any CFO, but especially for those who haven’t done a fundraise before. If you can clearly articulate what your business is doing and where it’s going, you’re already in a strong position.

You need to keep saying it out loud

One of the things Vineta emphasises is the need to get comfortable repeating that story repeatedly.

“You need to be used to talking about that story regularly,” she says. The more often you share it, the more natural it becomes. And not just to investors, but to your team, your board, your partners. The consistency of message matters just as much as the message itself.

She acknowledges that this can be tough for finance leaders who are more comfortable with spreadsheets than storytelling. But that’s exactly why it takes practice. You need to get out of your own head and test how your narrative lands with others.

That repetition builds confidence, and confidence builds trust.

Don’t know how to do it yet? Find people who do

For CFOs without a fundraising background, Vineta recommends finding mentors who’ve been through the process.

“I think people use mentors to try and find the ways to bridge those gaps,” Vineta explains. It’s not always about learning through doing. Sometimes, it’s about learning through others, people who’ve seen the inside of a term sheet negotiation, who’ve sat across from VCs, who’ve mapped out the capital strategy of a Series B company.

The right mentor can help you build your own approach, spot blind spots, and figure out how to communicate your strengths in the right way. Vineta’s view is that mentorship is less about fixing weaknesses and more about sharpening awareness.

Knowing what you don’t know is powerful. Acting on it is even more so.

The case for owning your limitations

There’s also honesty in Vineta’s take that isn’t often heard in conversations about career progression.

Sometimes, the right answer isn’t to push through. Sometimes, the best move is to hit pause.

“Or you turn around and go, maybe I’m not ready for the CFO role,” she says, without hesitation. That self-awareness, she believes, is a strength. It’s not about backing down. It’s about recognising the expectations of the role and understanding whether you’re in a place to meet them, especially if fundraising is going to be central to the business’s future.

This isn’t about imposter syndrome or selling yourself short. It’s about timing. And in the long run, saying “not yet” can be the most strategic decision of all.

“I think people use mentors to help bridge the gaps in their experience. Sometimes you have to be honest with yourself and say, maybe I’m not ready for the CFO role yet.

Maybe I need to build that experience first. Because if you claim you can lead fundraising but haven’t done it before, people will still expect you to prove you can bring the money in.” – Vineta Bajaj, Group CFO at Rohlik Group

A CFO’s voice carries weight, use it wisely

An important but often overlooked point Vineta raises is about ownership and responsibility.

When a CFO speaks about the future of the company, investors listen. That voice carries weight, and it needs to be backed by substance. Vineta believes that even without direct fundraising experience, a CFO must be intentional about how they show up in those conversations.

That’s why practicing the narrative, understanding your numbers deeply, and aligning with your CEO on the strategy are all essential. It’s not about giving a polished pitch. It’s about offering a coherent vision.

And the more aligned that vision is with the company’s real trajectory, the more believable, and compelling it becomes.

Fundraising Readiness: A CFO’s Cheat Sheet

Here are the distilled points straight from the conversation:

  • Don’t let a lack of direct fundraising experience stop you. Show you can manage external relationships.
  • Fundraising is storytelling. Get clear on your business’s narrative: the sustainability, the opportunity, the plan, and the controls.
  • Practice telling that story often. It needs to feel second nature by the time you’re in the room.
  • Seek out mentors who’ve been there. Learn from their experience and insight.
  • Be honest with yourself. If there’s a gap you can’t close yet, consider if it’s the right time to take on a CFO role.

Listen to the episode of the STOIX Podcast

To hear Vineta Bajaj’s full conversation, watch the complete podcast episode here:

To connect with Vineta or explore more of her experience and insights, head over to Vineta’s LinkedIn profile.