Atlab CFO Agenda #3: Private Equity-owned companies and the CFO’s role as a strategic partner

Private equity firms invest in companies with untapped potential. Their involvement goes beyond providing capital – it’s about driving transformation, fostering development, and creating value. Achieving these goals requires significant changes in business strategy, market approach, and organizational structure, with the CFO playing a central role.

In a private equity-owned company, the CFO is far more than a financial manager. The position demands strategic thinking, the ability to bridge the gap between the company’s management and the fund’s investors, and the capacity to lead large-scale changes. The CFO must ensure that data and analyses are effectively communicated to enable informed decision-making and support a development journey that often includes everything from ERP implementation to exit preparation.

As finance consultants, this is our core expertise. At Atlab, we have extensive experience supporting private equity-owned companies throughout their transformation journey – from due diligence and strategic CFO support to interim solutions and outsourcing of core processes.

Below, we have highlighted some of the key takeaways and insights shared during the event from our three inspiring speakers: Kasper Hoielt Xu Olesen from Axcel, Nikolaj Enevoldsen from Lakrids by Bülow, and Anders Tang Christensen from Configit.

The CFO in a private equity-owned company is far more than a financial administrator. The role requires balancing strategic and operational tasks while acting as a bridge between the company’s management and the private equity fund. The CFO must not only understand data and KPIs but also use them to make and communicate decisions that drive the company’s development. This makes the CFO a “Financial Architect” who ensures all parties work from a common foundation.

Private equity ownership is characterized by high speed and constant change. The CFO often leads major transformations, from organizational changes to exit preparation. The role demands a project leader who can simultaneously handle strategic planning. As Anders Tang Christensen put it, “You are technically for sale from day one.” This perspective makes it crucial for the CFO to keep the company both resilient and flexible.

Data and KPIs are critical for a private equity fund’s management of a company. The CFO must ensure that the finance function delivers precise and relevant analyses, as these not only influence day-to-day operations but also the company’s valuation at exit. The quality and accessibility of data directly impact the private equity fund’s ability to maximize returns and present a compelling exit case.

A strong team and solid culture are essential for success in private equity-owned companies. The CFO must understand the employees and values of the company before introducing major structural changes. In smaller companies and scale-ups, even a single key individual can have an enormous impact, underscoring the importance of assembling the right team.

In smaller companies, where resources are often limited, agility is one of the greatest strengths. The CFO should avoid overcomplicating processes and instead focus on areas that deliver direct value. By eliminating unnecessary systems and prioritizing core tasks, the company can maintain its flexibility and scalability.

To bring structure to a hectic work environment, a CFO roadmap can serve as a powerful strategic tool. With a maturity assessment, the CFO can identify the company’s current position and determine which areas require attention. This provides clarity and acts as an effective communication tool for both management and the private equity fund.

In private equity-owned companies, success often lies in balancing continued growth with managing the operational “engine room.” The CFO must be a strong operational leader while also maintaining a vision for the company’s future potential. This requires the ability to navigate complex financial structures while keeping a clear focus on the company’s direction.