The Portfolio CFO is a significant factor in a portfolio company’s success. Investors spend time and money to secure the best candidate with the right skills, experience and mindset to help them achieve their value creation plans, but many CFOs won’t see the end of the investment cycle.

Aled Homer, Partner, and Kieran Price, Principal, look at what PE firms can do to set their CFOs and finance functions up for success.

The CFO is rightly seen as a significant factor in a portfolio company’s success, second only in importance to the Chair and CEO. We know that in today’s highly competitive and active talent market,  investors can expect to spend significant time and money securing a CFO with the right skills, experience and mindset to help them achieve their value creation plans.

But despite the significance of the role, and the time and money investors need  to invest to secure a candidate with the right skills, experience and mindset to  help them achieve their value creation plans, many CFOs won’t see the end of  the investment cycle. In fact, 80% of our searches over the last twelve months involved replacing incumbent CFOs mid-deal.

The gap between the importance of the role and the perceived success rate of its holders suggests the need for  significant change. That’s why we believe it is time to ask what more PE firms can do to set their CFOs and finance  functions up for success.

In our article we look at some of the key areas investors should focus on in discussions with portfolio company CFOs – both at the beginning of their tenure and throughout the investment cycle – to ensure the finance function is properly set up for success.

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If you would like to know more about how Bronzegate helps portco CFOs secure the people they need to achieve their objectives, please get in touch with Aled Homer or Kieran Price