Finance
How to stop your CFO leaving you for private equity
Highly skilled and ambitious finance chiefs have long been attracted to the dynamism of private equity. In fact, a lack of experience in the industry can be considered a major hindrance to a CFO’s career progression, according to recruitment experts.
“It’s no secret that hardworking and ambitious financial professionals aspire to be a private equity CFO. I’d be very surprised if a candidate stated that they didn’t want to end up there,” says Mike Mesrie, founder and director of executive search firm MDM Resourcing. “It’s long been regarded as the promised land where there’s great riches to be had.”
In recent months, private equity firms have been largely focused on driving value in their existing portfolios and navigating headwinds. The result has been not only fewer deals but a higher turnover of CFOs, says Ben Graham, founder of executive recruitment firm Triton Exec. As a result, “CFO hiring into PE-backed businesses has risen sharply from Q4 2023 and is showing no sign of slowing down.”
It’s not for the faint-hearted, but the potential rewards are significant
With a heightened focus on jump-starting stagnating portfolio performance, demand from private equity for CFOs with the unique skills needed to navigate today’s high inflation and rising interest rates is increasing. “As the need for a successful exit grows, portfolio businesses are being actively encouraged to replace their CFO,” Graham says. “We’ve seen an increase in CFO mandates over the last 6 months.”
Businesses are paying more than ever for top finance talent. And with private equity firms now on the lookout for new CFOs, many of whom are equally eager to join the elusive club, boards and CEOs need to know how to hold onto theirs.
Understanding the pull of private equity
Understanding the nuances of the CFO role in private equity can help businesses better understand the appeal of the job – and start implementing a more effective retention strategy.
While it may be tempting to assume that financial incentives are the main motivating force, there are other equally important factors at play.
The adrenaline rush of working towards an acquisition or a sale is stressful, but exciting. And the shorter stints typically spent in a portfolio company while working towards a deal close provides an end-date that many find refreshing.
“Working in this realm presents a unique opportunity where you feel like you can directly shape the trajectory of the organisation and make tangible, impactful changes,” says Catherina Butler, interim CFO at software business Aryza. “The potential to make an impact stretches far beyond financial metrics, encompassing strategic realignments, talent cultivation, organisational structures and operational efficiencies and processes. It’s not an arena for the faint-hearted, but for those willing to embrace it, the potential rewards are significant and the journey is exciting.”
From a cultural perspective, there is a lot less juggling of personalities and shareholder demands. CFOs will typically work with just one or two sponsors, communicating financial results, working through capital structure issues or M&A opportunities and generally speaking the common language of finance. “There is a sense of alignment that is often lacking in other businesses,” says Harry Hewson, managing director of executive recruitment firm Camino Search. “You’ve got a management team that are all working towards the same goal and are motivated to get to the next stage. Finance chiefs really love that.”
It also demands a different style of leadership. Private equity CFOs have fewer external-facing duties, which can appeal to executives who tend to be more introverted. They aren’t in the spotlight as much so they get to spend more time with their team, adding value to the business. “Basically doing parts of the job they enjoy the most,” says Hewson.
A private equity firm will usually hire a finance chief with a specific goal in mind; whether it is to help execute a complex carve-out or turn around a distressed company. Working in more challenging and niche areas allows CFOs to sharpen their skills and become an experts in their field. “This is something they may not get a chance to do in their current roles,” Hewson adds.
It’s easy to see the attraction of private equity: fast-paced, strong incentives, tax benefits and less public scrutiny. Admittedly, these aspects of the job are hard to compete with. But scratch the surface and a different reality emerges.
The survival rate of CFOs in private equity is notoriously low: most are replaced within 18 months of investment and those able to make it past that point still have an average tenure of 20% less than their listed counterparts, according to accounting firm EY.
“It might sound super glamorous if it goes well. But, realistically, a lot of the time it doesn’t,” Hewson says. There is an opportunity for businesses to use that to their advantage.
The most effective retention strategies
Competition from private equity may be tough, but there are steps that businesses can take to boost CFO retention and strengthen loyalty.
Recognition and tailored reward systems, including competitive salaries and bonuses are “a must” for retaining top financial talent, stresses Doug Baird, CEO at leadership consultancy New Street Consulting Group. More important still, he argues, is the need to design compensation packages that not only reward past performance but incentivise future success. “Offering equity participation through long-term incentive plans or growth schemes is becoming more common. These schemes help to instil a sense of ownership and belonging, giving CFOs a vested interest in the success of the company – and a strong incentive to stay.”
Sustainability and digital transformation are becoming increasingly decisive factors for CFOs when considering a position, Baird adds. “CFOs will be looking to see if a company’s values and missions are clearly aligned with them on this.”
Private equity has long been regarded as the promised land
In Mesrie’s view, CFOs typically become disengaged when they feel underappreciated. Public acknowledgments in company meetings can boost morale and emphasise the value of the CFO to the entire organisation. Equally important is a culture within the C-suite that promotes a collaborative environment through open and honest communication, Mesrie adds. “For CFOs to feel personally and professionally valued, they need to be made to feel part of the team.”
Given how closely they work together, special attention should be given to the relationship between the CEO and CFO, Mesrie stresses. “It needs to be a proper partnership where the CFO is listened to. An overbearing or irrational CEO will quickly leave any finance chief feeling disenchanted, pushing them out the door.”
“The life of a CFO can be a lonely one,” Hewson adds, so anything companies can do to provide additional support and stability is key. Learning and development programmes should be tailored to finance leaders’ individual goals, he says, while flexible working hours and the option to work remotely can help them to manage their demanding roles without sacrificing personal or family time. Hewson believes this could be where businesses have the upper hand over private equity firms which tend to be less amenable to flexible working.
Continue to invest in succession planning
While having a solid retention strategy in place can keep CFOs happy, motivated and away from circling private equity firms, it’s important to manage expectations about the extent to which they will help.
Hewson believes that continuous investment in a CFO succession plan is the most effective way to safeguard financial leadership in the long term.
And yet many businesses are failing to take it seriously: only 26% of UK companies stated that they have a succession plan in place for their C-suite, according to data published by recruitment firm Robert Half. A further 17% said they have an unofficial or informal plan, while the majority (57%) admitted that they do not have any succession plan at all.
This is even more surprising given that CFO turnover is at an all-time high. Over the last 12 months, 20% of FTSE 100 CFOs left their jobs, compared with 13% in 2019, according to data published by Russell Reynolds Associates.
Hewson sees it as a “huge missed opportunity” for businesses to identify, train and develop the next generation of CFOs. “Right now, there is a pool of diverse, young and talented finance professionals that are waiting to step up into CFO positions. They’re hungrier, more motivated and they’ve got a point to prove.”
An empty CFO chair in the C-suite puts businesses at tremendous risk of instability. A failure to plan properly for that possibility is not only putting the business in jeopardy, it is shutting the door on a cohort of new finance leaders.
Three ways to motivate your CFO
Finance
Psychological shift unfolds in soft Aussie housing market: ‘Vendors feel pressure’
Property markets move in cycles, and with interest rates rising and other pressures like high fuel costs, some markets are clearly slowing down. Many first-home buyers who have only ever seen markets going up are conditioned to think that when purchasing, competition is always intense and decisions need to be made quickly.
In those times, buyers often feel they need to act fast, stretch their budget and secure a property at almost any cost. But things have definitely changed.
In a softer market, the dynamic shifts. Properties take longer to sell, competition thins, and it’s the vendors who begin to feel pressure.
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For buyers who understand how to navigate that change, the balance of power quickly moves in their favour. The opportunity is not simply to buy at a lower price. It is to negotiate from a position of strength.
If that’s you right now, these are the key skills first-home buyers need to take advantage of in softer market conditions.
The most important shift in a soft market is psychological. In a rising market, buyers often feel like they are competing for limited opportunities. In a softer market, the opposite is true. There are more properties available, fewer active buyers and less urgency overall. This gives buyers options.
When buyers understand that they are not competing with multiple parties on every property, their decision-making improves. They are more willing to walk away, compare opportunities and avoid overpaying. Negotiation strength comes from not needing to transact immediately. When that pressure is removed, buyers are able to engage more strategically.
One of the most common mistakes first-home buyers make is continuing to apply strategies that only work in rising markets. Auction urgency is a clear example. In strong markets, auctions often attract multiple bidders and create competitive tension. In softer conditions, properties are more likely to pass in, shifting the process away from a public bidding environment into a private negotiation.
This is where leverage increases.
Private negotiations allow buyers to introduce conditions that protect their position. These may include finance clauses, longer settlement periods or price adjustments based on due diligence. Opportunities that are rarely available in competitive markets become standard in softer ones.
Finance
Finance Committee approves an average increase of University tuition by 3.6 percent
The Board of Visitors Finance Committee met Thursday and approved a 3.6 percent average increase in tuition, a 4.8 percent average increase in meal plan costs and a 5 percent increase in the cost of double-room housing for the 2026-27 school year. The approval was unanimous amongst Board members, though some expressed resistance to the increases before voting in favor of them.
The Committee heard from Jennifer Wagner Davis, executive vice president and chief operating officer, and Donna Price Henry, chancellor of the College at Wise, about reasons for the raise in tuition and rates. According to Davis and Henry, salary increases for professors and legislation passed by the General Assembly contribute to tuition and rates increases.
The Finance Committee, chaired by Vice Rector Victoria Harker, is responsible for the University’s financial affairs and business operations, and the Committee manages the budget, tuition and student fees.
Changes in tuition vary between schools, with the School of Law seeing at most a 5.1 percent increase, the School of Engineering & Applied Science seeing at most a 3.2 percent increase and the College of Arts and Sciences seeing at most a 3.1 percent increase in tuition for the 2026-27 school year.
For the 2026-27 school year at the College at Wise, the Committee also unanimously approved a 2.5 percent average increase in tuition, a 3.8 percent increase in meal plans and a 2 percent increase in the cost of housing.
Last year, the Committee approved a 3 percent average increase in tuition, a 5.5 percent increase in meal plans and a 5.5 percent increase in the cost of housing for the University.
Davis cited increased costs as the primary reason for the approved increase in tuition. She said that the budget that could be passed by the General Assembly for June 30, 2027 through June 30, 2028 could increase professor salaries — University professors receive raises via this process. Davis said that the Senate and House of Delegates have separate proposals dealing with the pay increases that are currently unresolved, with House Bill 30 raising salaries by 2 percent and Senate Bill 30 raising salaries by 3 percent.
Davis said every percent increase in faculty salaries costs the University $15 million annually, and the Commonwealth will increase funding to the University by $1-2 million to help pay for that increase. According to Davis, the most common way to stabilize the budgetary imbalance caused by raised salaries is through tuition raises.
Beyond the increase in salary, Davis cited the minimum wage increase, inflation and Virginia Military Survivors & Dependents Education Program as increased costs to the University. VMSDEP is a program that gives education benefits to spouses and children of disabled veterans or military service members killed, missing in action or taken prisoner. Davis said that the program is “partially unfunded” and could cost the University somewhere between $3.6 to $6 million, depending on how many students qualify for the program.
Davis spoke on other contributing factors to the increase in tuition, specifically collective bargaining — which allows workers to bargain for better wages and working conditions.
“If we look at other institutions or other states that have collective bargaining, [collective bargaining] does put an upward pressure on tuition,” Davis said.
Prior to Thursday’s meeting, the Committee heard the proposal for tuition increases from Davis and Henry April 6 in a Finance Committee tuition workshop with public comment. During the tuition workshop, tuition increases ranged from 3 to 4.5 percent for the University and 2 to 3 percent for the College at Wise. Both increases approved Thursday are within the ranges originally proposed.
Meal plan costs, on average, will be increasing by 4.8 percent in the upcoming academic year. Davis said that the University has been expanding dining options with the opening of the Gaston House and new locations for the Ivy Corridor student housing that is still in progress. She also said that the University has been taking steps to increase the availability of allergen-friendly food options.
Davis shared that the 5 percent cost increase in housing is due to the expansion of student housing in the Ivy Corridor. Davis also said that there will be 3,000 new units added to the Charlottesville housing market by 2027, of which 780 beds will be for University housing. Davis said that she hopes the Ivy Corridor housing would “free up” the city housing supply by having more students live on Grounds.
Board member Amanda Pillion said she was “concerned” about how tuition increases would harm rural families — she said the constant increases in cost could make a University education out of reach for middle-income Virginians.
“This is the second governor I’ve served under. Both times I’ve heard affordability, affordability, affordability,” Pillion said. “We need to really be conscious of the fact that … there is a large group of people that [are middle-income] that these increases [in tuition and fees] are really tough for.”
The Committee also approved a renovation for The Park — an 18-acre recreational hub in North Grounds — which will cost $10 million. As part of the renovation, The Park will include a maintenance facility, storm water systems and a maintenance access route. Davis said the renovation will address safety and security issues for the 200 people that use The Park daily. According to Davis, the University will use $2 million of institutional funds and issue $8 million of debt to fund the renovation.
The Finance Committee will reconvene during the regularly scheduled June Board meetings.
Finance
A Protracted US–Iran War Could Strain Climate Finance From Wealthy Countries to Developing Nations – Inside Climate News
WASHINGTON, D.C.—The ongoing war in Iran is casting a long shadow over the climate finance commitments countries agreed to in 2024, experts warned, as surging oil prices and rising defense budgets put further pressure on the limited pot of money developing nations are counting on to stave off worsening impacts from a warming planet.
The World Bank and the International Monetary Fund’s annual spring meetings are underway in the capital this week, with a focus on a coordinated global response to a world economy under pressure from slower growth and rising debt, exacerbating global inequities.
The U.S. war in Iran adds new supply-chain challenges. In a press briefing Tuesday, the IMF slashed its growth forecast to 3.1 percent for the year, down from 3.3 percent in January, with global inflation rising to 4.4 percent.
“Our severe scenario assumes that energy supply disruptions extend into next year, with greater macro instability. Global growth falls to 2 percent this year and next, while inflation exceeds 6 percent,” said Pierre‑Olivier Gourinchas, the IMF’s director of research.
The blunt assessment has caused a scramble to determine what financial support the institution can offer to member states. And it has raised fresh questions about climate-finance obligations, already under strain from donor-country budget cuts and the United States jettisoning global climate commitments under the second Trump administration. One of President Donald Trump’s first actions back in office last year was ordering the U.S. to withdraw from the Paris climate agreement.
Since the COVID-19 pandemic, wealthier countries that promised climate finance have experienced widening fiscal deficits and rising debt, the Organisation for Economic Co-operation and Development found in its latest assessment. As a result, aid from donor countries has already declined sharply—dropping almost 25 percent in 2025 compared to 2024. Even before the Iran conflict began, that was projected to drop further this year.
COP29, the global climate conference held in late 2024 in Baku, Azerbaijan, set a commitment of $300 billion per year by 2035, with a broader goal of reaching $1.3 trillion annually from public and private sources. Called the New Collective Quantified Goal (NCQG), the arrangement replaced the previous $100 billion-a-year commitment that wealthy nations had met belatedly in 2022, two years after the deadline.
Developing nations widely criticized the $300 billion figure as grossly inadequate, given the scale of the climate crisis. These countries are among the least responsible for the pollution driving that crisis and among the hardest hit by its effects.
The Iran war has triggered a new set of worries as top economists and experts weigh potential impact and likely mitigation strategies.
“Even before the Iran conflict, reaching the NCQG target would have been difficult, particularly with the U.S. withdrawing from the Paris Agreement. The war worsens the outlook,” said Gautam Jain, senior research scholar at the Center on Global Energy Policy at Columbia University.

He said sustained disruption of the Strait of Hormuz would exacerbate the problem and the effects would weigh on the global economy. As a result, aid budgets would decline and the political pushback to external spending would increase.
The conflict is “pushing energy security to the forefront of government agendas,” Jain said. That will likely strengthen incentives to deploy more renewables and other forms of domestic clean energy, but the war’s economic convulsions could cut both ways for the energy transition.
“In low-income countries, the transition could be significantly delayed, given limited fiscal capacity to absorb sustained energy price shocks,” Jain said.
One of the main priorities for the World Bank during the meetings in Washington is to develop a new Climate Change Action Plan to replace the one expiring in June. “In the current geopolitical context, progress on this front looks quite unlikely,” Jain said.
Jon Sward, environment project manager at the Bretton Woods Project, which monitors World Bank and IMF policies, said countries that used to fund climate finance are now choosing to spend that money on other priorities.
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The Gulf crisis exposed the fragility of a global economic system tethered to fossil fuel extraction and use, Sward noted. For countries dependent on fossil fuel imports, “this is yet another price shock, and quickly diversifying to renewables is certainly an option that many countries are looking at,” he said in an email.
He said that although multilateral institutions such as the World Bank and the IMF have begun to assess the conflict’s fallout, it is not yet clear what their response will be or how the World Bank’s climate finance would be affected.
“All of this points to the need for more serious discussions on pausing debt repayments for affected countries and the mobilisation of non-debt creating forms of finance, in order to address the multiple, overlapping shocks facing countries in the Global South, in particular,” he said in his email.
Experts said that rising security and defense expenditures were also cutting into an already limited pot of money badly needed by developing countries struggling to cope with climate challenges.
“The system was already too fragile given that the U.S. leads all the major multilateral development banks … and has disavowed these targets,” said Kevin Gallagher, director of the Global Development Policy Center at Boston University. On top of that, he said, U.S. threats to abandon NATO’s European countries incentivizes them to prioritize defense budgets over climate finance.
He said developing countries are already under pressure to cough up climate funding on their own. The current conflict could make that nearly impossible.
“This year was supposed to be putting together a roadmap to take the $300 billion annual target to the agreed upon $1.3 trillion. This is likely to be abandoned unless new donors such as [the] UAE, China and others step in to fill the gap left from the West,” Gallagher said in an email.
The crisis in the Persian Gulf makes the loudest case for renewables, he said. “The energy security argument from this conflict is to diversify from fossil fuels. The Dutch took that cue after the Middle East oil shock of the 1970s to build the world’s best wind turbines, and China did after Middle East conflicts in this century. Fossil fuels are now a bad bet on security, economic and climate grounds. The writing is on the wall.”
Gallagher said the World Bank should accelerate solar and wind technology programs across the world. “If the Fund and the Bank don’t rise to this occasion,” he said, “not only is the global economy and climate at stake, but so is the legitimacy of these institutions.”
Gaia Larsen, a climate finance expert at the World Resources Institute, said it’s too early to know whether stronger interest in energy independence through renewables is translating into shifts in investment. But “if we’re trying to think about long-term peace and long-term access to energy, then renewables are really increasing in prominence,” she said.
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