Redundancies, Rate Hikes, and Resilience: It’s Okay to be a Human Before a CEO

As a frequent writer on entrepreneurship, I spend a lot of time looking at the “macro”—the big numbers, the global shifts, the “tectonic plates” of the economy. But as a Fractional CFO and Founder of WrightCFO, I am also working with CEOs, in the “micro” every single day.

Right now, those two worlds are colliding in a way that feels particularly heavy. It’s often the CEO who must shoulder the toughest decisions during such times.

Between the tragic escalations in the Middle East affecting oil prices and the sudden shifts in US international aid, the ripples are reaching our shores. I’m hearing from founders in our creative and tech sectors who are seeing contracts paused and others facing the heartbreak of redundancies. Even on a personal level, I’ve heard the horror stories: people getting their mortgage renewals approved, only for the offer to be snatched away days later as interest rates dance to the tune of global volatility.

It’s a lot. And if you’re feeling the weight of it, I want you to know: it’s okay to be a human before you’re a CEO.

What the Economists are Saying (The Hard Data)

I don’t believe in “doom-scrolling,” but I do believe in being informed. The outlook for April 2026 has shifted rapidly over the last fortnight; many CEOs have expressed concern about this data, reflecting the wider market anxieties.

• Oil Shock: The International Energy Agency (IEA) has warned that the oil disruption following the Iran conflict could be the biggest in history, with prices hovering near $115 per barrel.
• Mortgage Upheaval: We are seeing the biggest shock to the UK mortgage market since the 2022 “Mini-Budget.”Average two-year fixed rates have rocketed by over 100 basis points in just one month.
• Inflation & Growth: While the OECD recently nudged UK growth forecasts up to 1.2%, they’ve also warned of “substantial upside risks to inflation” due to energy prices.
• The Aid Gap: Major US funding cuts are already impacting global stability, with significant reductions in humanitarian and health spending that ripple through the global supply chain and NGO sectors.

3 Ways to Steady the Ship (When the Sea is Angry)

When things feel out of control, we have to tighten our grip on the things we can influence. Here is how I’m advising my clients to navigate this specific moment—especially those who are CEOs seeking clarity amidst chaos.

1. The “Agile” Cash Forecast

Forget your annual budget for a second. In times of rapid interest rate changes and shifting oil prices, you need a 13-week rolling cash flow forecast. If energy costs spike another 10%, how does that hit your margins? If a US-funded project stalls, what is the “Plan B”? Knowing your “Drop Dead Date” (the day you run out of cash if nothing changes) isn’t pessimistic—it’s the highest form of professional bravery. CEOs should lead this charge with agility.

2. Radical Transparency with your People

Redundancies are the hardest part of business. If you are facing this, or if your team is spooked by the news, talk to them. You don’t need all the answers, but you do need to show them the map. In the creative and media industries, your talent is your only real asset. Protect the culture, even if you have to trim the payroll. Effective CEOs communicate openly and compassionately during such times.

3. Personal Financial “First Aid”

If you are facing a mortgage renewal or personal debt stress, don’t wait for the bank to call you. And for those who are CEOs, financial resilience matters both at work and at home.

• Lock in early: Most lenders allow you to book a rate 6 months in advance.
• The “CFO Mindset” at home: Just as we look at “Runway” in business, look at your “Household Runway.” Can you move to interest-only for six months? Can you consolidate? There is no shame in defensive manoeuvring.

A Note to the Dreamers

To my friends in the arts, the not-for-profits, and the tech disruptors: your work is often what the world needs most when things get dark. Many future CEOs will be among this group, creating new pathways when times are tough.

If you’re feeling overwhelmed by the “Finance” of it all, remember that a CFO isn’t just someone who counts the money—we are the people who help you build the bridge to the other side of the canyon. Similarly, the right CEO has vision and courage.

Stay resilient.

Enjoyed this? Please share it with a founder or CEO who might need a bit of steadying today.