I was inspired to write this after reading a CFO’s post earlier this February, writes Ben Grinsted, Executive Consultant in Camino Search's CFO Practice, London.

 

They actually described the Chief Financial Officer (CFO) as the “key bridge” between the portfolio company and the fund - and it really stuck with me.

 

On paper, private equity-backed businesses seem simple: investors and management teams share the same goal - create value. In reality? Not so straightforward. Sometimes it feels like two different worlds colliding.

 

And right at the center of that collision… is the CFO

 

Why the CFO Matters in a PE Context

Most CFOs I meet in PE-backed companies didn’t grow up in the business. They weren’t there from the start, shaping the founding story. They come in later, often when the company hits a critical point. Their mission? Accelerate performance and help realize the investors’ value creation plans.

 

That sets up a tricky balancing act:

• They need to earn credibility with long-tenured leaders who may be cautious of outside capital.
• They translate investor targets into operational reality - often under tight deadlines.
• They drive change without feeling like “the investor’s voice” in the room.
• They maintain continuity and financial discipline while nudging performance upward.
• They collaborate across the C-suite to make financial insights actionable and strategic.

 

This isn’t just about crunching numbers. It’s about diplomacy, nuance, and strategic influence. The best CFOs mix clear, logical decision-making with humility and emotional intelligence.

 

The Dual Expectations Within the Business

Inside the company, trust is earned slowly. It comes from listening, observing, and understanding how the business has evolved over years- sometimes decades.

 

From the investor side, expectations are crystal clear: urgency, transparency, and measurable progress. Private equity moves fast. Reporting cycles are tight. CFOs live in both worlds - they respect legacy culture while instilling discipline and speed. The magic happens when they can balance time and attention between the two camps.

 

The Real Work Happens “Between the Lines”

Unlike roles where success is easy to measure - marketing or operations, for example - the biggest value a PE CFO delivers often happens off the books.

Think of it like this:

• Aligning incentives across stakeholders.
• Reframing narratives to help investors and operators see eye to eye.
• Turning the “us versus them” mentality into a shared value creation agenda.

 

It’s not flashy. But managing these invisible threads - that’s what separates great CFOs from good ones.

 

When the Bridge Holds - Performance Compounds

When investors and operators are aligned, everything clicks. Decisions are faster. Execution accelerates. Everyone’s rowing in the same direction.

 

When trust is thin, though… friction shows up everywhere. Misalignment slows decisions, drains energy, and undermines confidence.

 

What Sets the Most Successful PE CFOs Apart

 

The best CFOs aren’t just financial experts. They are:

• Translators: Making investor logic tangible for the team on the ground.
• Moderators: Keeping conversations productive when perspectives clash.
• Builders of Trust: Establishing credibility across investors and executives.

Their influence goes beyond budgets and balance sheets - it shapes how the business adapts, learns, and scales.

 

Key takeaways:

• A PE CFO’s role is as much about people and alignment as it is about finance.
• Trust comes from consistent action and understanding - not just reporting numbers.
• Performance improves when the CFO can bridge investor and management priorities.

Strategic influence, empathy, and clear communication are essential