For as long as I’ve worked in finance and operations, I’ve seen the same pattern repeat itself: financial teams work hard to compile detailed reports, forecasts, and performance metrics—only to watch those numbers land flat in the boardroom. Why? Because we forget that financials, on their own, don’t speak human.

Numbers are powerful, yes. But people don’t connect to spreadsheets. They connect to stories.

In my experience, the ability to turn complex financial data into a clear, relatable story is one of the most underrated and essential skills in business. It builds trust, improves collaboration, and drives better decisions. And frankly, it’s something we all need to get better at.

The Disconnect: Why Financial Data Doesn’t Always Land

Here’s a truth most finance professionals don’t like to admit: a lot of people tune out when we start talking numbers.

It’s not because they’re uninterested. It’s because they’re overwhelmed or unsure what the numbers mean. The language of EBITDA, margins, ROI, or working capital doesn’t always register—especially for colleagues in sales, marketing, operations, or HR. And if you’ve ever tried to explain a cash flow statement to someone whose strength is storytelling or design, you know exactly what I mean.

The disconnect happens when we assume that sharing the data is the same as sharing the meaning. But those two things are very different.

Finance as a Storytelling Discipline

At its core, every balance sheet, P&L, or budget has a story. Behind every number is a decision, an action, a moment in time. The trick is to uncover that story and tell it in a way people can relate to.

Instead of just saying, “Our Q2 revenue increased 12%,” we can say, “We saw a strong lift in Q2 because of the new product launch. It brought in 40% more new customers than projected, and helped offset rising costs in our supply chain. That momentum sets us up well for Q3.”

Same numbers—different impact.

When we reframe financials as narratives, we’re not dumbing them down. We’re translating them. We’re meeting people where they are.

Know Your Audience

One of the biggest mistakes I see finance pros make is presenting every update the same way, no matter the audience. But a board presentation is different from an all-hands meeting. Talking to the CEO is different from talking to a marketing manager.

Before you share numbers, ask yourself:

• What does this person care about?
  
• How does this data connect to their goals?
  
• What do they need to do with this information?
  

When we tailor our message to the person sitting across from us, we build bridges instead of confusion.

For example, operations teams might care about how spending affects lead times and inventory levels. Sales might care about how closing more deals improves margins. Marketing might want to understand the return on campaign investment.

Same data—different stories.

Use Analogies, Not Acronyms

I’ve found that using analogies helps people understand complex financial concepts better than jargon ever could.

Want to explain cash flow? Try comparing it to a checking account—money coming in and going out, and what happens when the outpaces the in.
Want to talk about budget variance? Compare it to planning a vacation and running over budget due to surprise expenses.

Analogies make abstract concepts feel familiar. That familiarity creates confidence—and confident teams make better decisions.

Visuals Matter More Than You Think

Another key part of financial storytelling is how you present the numbers. Dense tables, walls of text, or 50-slide decks don’t help anyone.

Instead, focus on clarity. Use visuals to make the point clear. Charts, graphs, and color-coding can show trends or red flags in seconds—far faster than a verbal explanation ever could.

One of my go-to strategies is to present one key takeaway per slide, with a supporting visual. That way, even if someone only remembers the headline, they’ve retained the main message.

Create a Culture of Financial Curiosity

The best organizations I’ve worked with don’t just tolerate finance—they engage with it. They ask questions, explore possibilities, and understand how financial decisions affect the whole business.

But that culture doesn’t happen on its own. It starts with finance leaders who treat education as part of the job.

Take the time to sit down with department heads and walk them through key concepts. Host budget workshops. Share short, plain-language explanations of your monthly reports. Make it easy for people to ask, “What does this mean?”

The more you demystify the numbers, the more ownership everyone takes in them.

Storytelling Builds Trust—and Trust Drives Results

At the end of the day, storytelling isn’t just about communication. It’s about trust.

When leaders understand what the numbers mean, they feel empowered to make smart decisions. When teams see how their work connects to financial outcomes, they feel valued and aligned. And when finance isn’t just a gatekeeper but a translator, the entire organization benefits.

So, if you’re in finance, I encourage you to embrace your role as a storyteller. Learn to tell the story behind the spreadsheet. Make it human. Make it real. Make it useful.

Because when you do, the numbers don’t just make sense—they make an impact.