You know the pattern. You close the deal on a promising $20M ARR platform. The founder is staying on as CEO, and they’ve got a "CFO" who has been with them since the garage days. This person is loyal, hardworking, and knows where every skeleton is buried. They managed the due diligence data room reasonably well.
So, you decide to give them a shot.
Six months later, you’re in a board meeting. The monthly reporting pack is three weeks late. The EBITDA bridge is unexplainable. The cash flow forecast was "mostly accurate" (which means it was wrong). You realize, with a sinking feeling, that you don't have a CFO—you have a glorified Controller.
This isn't an anomaly; it's the industry standard failure mode. Data from Deloitte reveals that nearly 80% of CFOs in PE-backed companies are replaced over the investment lifecycle. More alarmingly, roughly 50% are exited within the first 18 months. The cost of this churn isn't just recruitment fees; it's the six to nine months of lost visibility while you wait for the incumbent to fail, followed by the three to six months it takes to find and seat a replacement.
The fundamental disconnect is role definition. In a founder-led business, the finance lead's job is preservation: keep cash in the bank, file taxes, and prevent the founder from spending too much. In a PE-backed asset, the job is acceleration. We need board reporting that predicts the future, not just records the past. We need a strategic partner who can model the impact of a 5% price increase on churn and EBITDA, not just someone who can balance the ledger.
To break this cycle, Operating Partners must stop hiring for "accounting correctness" and start hiring for "operational fluency." The skills that get a company through an audit are not the skills that get a company through a chaotic integration or a pricing overhaul.
When assessing a candidate—or deciding if the incumbent can make the leap—measure them against these three non-negotiable pillars:
Research from Russell Reynolds highlights that portfolio CFO turnover is twice as high as public company CFO turnover. This is often because the "Series B CFO" who is great at raising capital is terrible at the rigorous, grind-it-out margin expansion required in a PE hold. The "First-Time" PE CFO often fails because they underestimate the pace. In a public company, you have 90 days to close the quarter. In PE, if the flash report isn't on your desk by Day 4, you're flying blind.
If you are installing a first-time CFO—or giving an incumbent a probationary window—you cannot rely on "sink or swim." You need a structured installation plan that forces value creation immediately.
The new CFO's only goal in the first month is data integrity. They must audit the existing reporting stack and establish a "Single Source of Truth." If the Board Deck says one number and the CRM says another, trust evaporates instantly. Mandate: A weekly 13-week cash flow forecast, delivered every Monday by noon, with variance analysis against the previous week.
Once the numbers are right, the context must be established. The CFO must work with the CRO and COO to define the 5-7 metrics that actually drive the business (e.g., CAC Payback, NRR, Utilization). This isn't about reporting; it's about definition. Does everyone agree on how "Churn" is calculated?
The final phase is shifting from "Scorekeeper" to "Business Partner." The CFO should be leading the monthly business review (MBR), not just attending it. They should be challenging the Head of Sales on pipeline coverage and pushing the CTO on cloud spend efficiency.
You don't have time for a learning curve. If your CFO hasn't uncovered a material insight or fixed a broken process by Day 90, they likely never will. In Private Equity, the finance function is the cockpit of the plane. You can't afford a pilot who is still reading the manual while you're trying to climb.
