Interim CFO for Private Equity · portfolio company execution
Interim CFO for PE-backed value creation, integration and control
Private equity needs more than accurate monthly reporting. The CFO must translate the investment thesis into EBITDA and cash drivers, management accountability and a board cadence that shows early what is — and is not — delivering.
Erik Gruwel combines Group CFO experience with recent operating roles in Platinum Equity- and KKR-backed environments.
What does an interim CFO do in a private-equity portfolio company?
The core job is to shorten the distance between the investment thesis and daily execution. That means one credible fact base, a sharp bridge from actuals to plan and full-year outlook, clear owners on value-creation actions, and early escalation when cash or EBITDA moves off track.
Typical PE triggers
- CFO vacancy or CFO-effectiveness gap.
- First 100 days after acquisition or carve-out.
- EBITDA underperformance or cash conversion below plan.
- Buy-and-build integration complexity.
- Board reporting that explains too much and drives too few decisions.
- Refinancing, lender pressure, exit readiness or preparation for the next acquisition.
Five workstreams that usually matter most
Price, volume, mix, productivity, SG&A and initiatives translated into a bridge with owners and timing.
13-week cash, working capital, capex and covenant headroom in one decision rhythm.
An outlook that exposes assumptions and forces management choices.
Fewer slides; clearer variances, decisions, risks, owners and next actions.
FP&A, business control, data, systems and team structure improved without slowing the company down.
The first 100 days: diagnose and execute at the same time
| Phase | Question | Output |
|---|---|---|
| 0–30 days | Where are the real economic risks and value drivers? | Cash/EBITDA baseline, KPI tree, forecast challenge, governance and priorities. |
| 30–60 days | Which actions change the full-year outcome? | Value-creation actions, owners, bridge, reporting cadence and escalation logic. |
| 60–100 days | How does execution become durable? | Operating rhythm, finance capability plan, integration roadmap and handover. |
What sponsors and management need from each other
PE CFO work fails when finance becomes an extra reporting layer between sponsor and management. The CFO should create one operating truth: management knows which actions move value creation, while the sponsor sees early where support or intervention is needed.
That requires judgement beyond technical finance: when to increase pressure, challenge assumptions, invest or protect cash.
Related PE and interim CFO resources
A PE-backed CFO gap or value-creation reset?
The fastest way to assess fit is to put the investment thesis, current variances and the first 100 days next to each other.
Discuss the situation