As hold periods go up, CFOs have shifted from financial engineering to value creation.
A surprising shift I’ve noticed in over a dozen PE portfolios lately is a cohort of $25M – $50M portfolio companies that can’t afford (or attract) capable CIOs, and CTOs are in charge of product/engineering, not infrastructure and delivery optimization.
Meanwhile, GTM motions are the most effective value creation lever in a world where financial engineering is no longer enough, “12 is the new 5”, and this is traditionally delivered through engineering, demand generation, and data – all tied to infrastructure and capex expenses.
This is how CFOs wear an extra hat covering for this missing role today.
And when FP&A is lagging behind during the first 100 days or even 6+ months due to disjointed systems, the lack of hard skills in non-financial areas, mixed in with data fog, is critically endangering a number of organizations during roll-ups, add-ons or digital transformation roadmaps adapting to the new normal.
The full read in this week’s issue:
Growth Shuttle InsiderGrowth Shuttle Insider
Longer Hold Periods Make the CFO a Value Creator
Mario Peshev
