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Michael Chae, a deal guy who moved into management, on corporate finance and the three layers of the CFO role.
November’s pfm/EisnerAmper CFO Survey showed how much finance chiefs are having to perform tasks outside their traditional areas of expertise, writes Graeme Kerr
CFOs of lower mid-market private equity firms are facing mounting demands on the back and middle office, but finding the right release valve for fund administration duties is not always so simple
The role of a private equity firm CFO may start with finance and accounting, but it spreads much further than that, as Toby Mitchenall discovered when he sat down with a panel of senior executives and technical experts
Limited partners are adding a whole new layer of demands to a CFO’s bulging in-tray.
The role of the private fund CFO has grown beyond all recognition, according to new research.
The pfm/EisnerAmper CFO Survey reveals the extent to which finance chiefs are having to perform tasks outside their traditional areas of expertise.
Investment prowess is naturally a key attribute of a private equity firm; for some LPs, however, capital efficiency is just as important.
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