Primary outcome
Cash & working capital control
Visibility, ownership and levers.
- 13-week cash forecast with weekly cadence.
- Working capital plan with owners and targets.
- Liquidity scenarios and covenant awareness.
Private Equity CFO Leadership
PE ownership brings a higher bar: precision, cadence, accountability and momentum. CFO Excellence supports PE-backed companies with CFO leadership to drive the value creation agenda, strengthen cash control, and deliver board-ready reporting — from the first 100 days through exit readiness.
A PE-backed environment is not “more reporting”. It is a different operating system: a faster performance rhythm, more precise numbers, and clear accountability for value creation.
The CFO’s role is to translate the investment thesis into an executable agenda with a rhythm the business can sustain — without turning finance into bureaucracy.
The fastest route to confidence is a small set of non-negotiables: cash visibility, a reliable close, a board-ready pack, and an operating rhythm that drives actions.
The first 100 days should create credibility with management, the board and the fund — through a small set of tangible outputs and a prioritised value-creation plan with owners.
Primary outcome
Visibility, ownership and levers.
Narrative + KPIs + actions, not just numbers.
Forecasting that changes behaviour.
PE CFO value is created where the business makes decisions: pricing, margin, cost discipline, capital allocation, and execution against a clear agenda — with a cadence that drives actions.
Core mechanism
Best for: PE-backed companies that want CFO leadership focused on execution and outcomes — not just reporting maturity.
PE CFO support can be structured as interim (full focus during a transition) or fractional (1–3 days/week) for sustained value-creation leadership. The structure depends on urgency and the maturity of the finance function.
Common questions from PE-backed leadership teams and investors.
The bar increases on cadence, precision and accountability. Cash visibility, leverage/covenants, KPI definitions, and board-ready reporting become non-negotiable — but the goal remains execution, not bureaucracy.
Typically: cash and working-capital control, a board-ready pack, a reliable forecasting cadence, core risk/controls, and a prioritised value-creation agenda with owners and milestones.
Yes. The CFO’s role is to translate the investment thesis into an operating rhythm the business can execute, while keeping communication with the fund structured, proactive and credible.
Both. Interim is common for urgent transitions. Fractional works well for sustained value-creation leadership 1–3 days/week, especially post-deal or pre-exit. See Interim and Fractional.
By strengthening data quality, reporting consistency, KPI definitions and controls, and by building a credible narrative supported by numbers — often including QoE preparation and clean handover to deal teams.
If you want faster cadence, stronger cash control and board-ready reporting — without adding bureaucracy — let’s talk.
These pieces support the PE agenda: cadence, value creation execution and disciplined capital allocation.
Recommended next
What PE-ready finance really means: cadence, accountability, cash, and decision speed.
Read insight →The operating model behind strong performance and board confidence.
Read flagship →A practical method to protect growth investments while sharpening accountability and EBITDA.
Read insight →