In this blog, Whiteoaks’ Finance Director, Adam George, discusses:
- Why clear financial communication helps agencies make stronger commercial decisions
- How finance leaders turn data into insight that supports growth
- Why comms skills are just as important as technical finance expertise
In PR, storytelling is everything. Agencies pride themselves on crafting compelling narratives that explain complex technical concepts, influence perception, shape reputations and drive action.
Yet when it comes to their own financial performance, many agencies still rely on spreadsheets and manually produced, data-heavy reports that fail to tell a meaningful story. This is where the role of the Finance Director must evolve from being solely a number-cruncher to a narrative-builder.
What is financial storytelling?
Financial storytelling is the ability to translate complex financial data into clear, relevant insights that people across the business can understand and act on.
For PR agencies, that matters because financial performance is never just about the numbers themselves. It is about what those numbers reveal about the health of the business, the pressures it is facing and the decisions leadership teams need to make next.
At its best, financial storytelling gives context to performance. It helps people understand not only what has changed, but also why it has changed and what that means in practical terms.
Why communication is vital in finance
At its core, PR is about communication. Agencies spend their days helping clients articulate the value of messaging and PR campaigns, as well as the impact they have on their target audiences and the wider market. The same principles apply internally. Financial information lands far better when it is presented in a way that connects directly to the day-to-day reality of the business.
A set of figures on revenue, profitability or utilisation may be accurate, but accuracy alone is not enough. People – especially non-financial stakeholders – need to clearly understand what sits behind those figures and what actions might follow.
From reporting numbers to explaining them
A Finance Director who can communicate numbers effectively brings that extra layer of understanding. Modern finance tools can generate real-time data and visual dashboards, but without interpretation, data remains just data. Instead of presenting statistics, a finance leader should provide context. Instead of focusing solely on what happened, they explain why it happened and, crucially, what should happen next.
Consider utilisation rates, a key metric in PR agencies. A report may show a decline across a quarter. A finance leader with storytelling capability will go further, linking that decline to specific client losses, account performance or staff availability. More importantly, they will frame the implication, showing how it impacts client delivery, present options for growth and client margins and propose a clear course of action.
Helping the wider business engage with finance
This kind of narrative-driven finance function enables better decision-making across the agency. Account Directors, for example, are more likely to engage with financial data when it is presented in a way that connects directly to their day-to-day responsibilities. When they understand not just the numbers but also the story behind them, they can take greater ownership of performance.
That is particularly important in employee-owned businesses, where success is shared more directly across the organisation. In that kind of model, commercial performance is not something that sits only with the leadership team or finance function. Everyone has a stake in the health of the business, so helping people understand how performance is tracking, what is influencing it and where they can make a difference becomes even more valuable.
Building a more commercially aware culture
There is also a cultural impact. Agencies often operate with a creative-commercial tension: balancing great work with commercial discipline. A Finance Director who communicates effectively helps bridge that gap. By framing financial data in relatable terms, they make it less intimidating and more collaborative. Finance becomes a partner to the business, not a policing function.
This is particularly important in times of economic uncertainty. When budgets tighten and clients scrutinise spend, agencies must be sharper than ever in how they manage resources and demonstrate value. Financial storytelling allows leadership teams to align quickly, prioritise effectively and communicate confidence, both internally and externally.
What agencies should look for in a Finance Director
Hiring for this capability requires a shift in mindset. Agencies should look beyond traditional finance credentials and prioritise communication skills, commercial awareness and the ability to influence stakeholders. The best Finance Directors in this space are those who can sit comfortably in both worlds: fluent in numbers, but equally fluent in the language of the business.
That has an impact beyond the agency itself as better financial communication supports better decisions on resourcing, investment and client delivery, helping agencies stay consistent, responsive and commercially strong for the organisations they work with.
If your business is thinking differently about profitability or financial leadership, get in touch with our team to discuss how stronger commercial communication can support better decision-making.
