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> "In an ideal world, you'll get a CFO that totally jives with you culturally, accepts a lower salary (or limited equity stake), and just handles all the paperw
by ignostic 13y ago
> "In an ideal world, you'll get a CFO that totally jives with you culturally, accepts a lower salary (or limited equity stake), and just handles all the paperwork."
Again, I have to disagree. Ideally you get a proactive CFO who understands the value of the company culture, and works to encourage it. Yes, even if that costs more money. A paper pusher who stays out of your way does not approach the value of a good CFO who gets what the company is about and what they're trying to do.
Anyone who hires a paper-pushing-bean-counting CFO should not be surprised when that CFO tries to sacrifice long-term success for short-term balance sheet exhibition.
- ansgri 13y ago> Anyone who hires a paper-pushing-bean-counting CFO should not be surprised when that CFO tries to sacrifice long-term success for short-term balance sheet exhibition. This is the point. You are not to be surprised, but as CEO be ready that your CFO will require guidance while doing otherwise useful things.
- hkarthik 13y agoExactly my point. Should a CFO be singularly focused on bean counting to the detriment of company culture? No. Is that often the reality when you bring in an outsider as CFO well after your company culture is established? Yes. CEOs just need to be aware of this fact and work closely with any outsider who gets hired into a CFO position in their first 6 months on the job to make sure that all interests are aligned. It would be great to find someone up front that totally gets it and is willing to be a dedicated CFO, but I think such individuals are extremely hard to find. The sad fact is, many CEOs only bring in a CFO when they're trying to find a way to cash out. Company culture usually takes a back seat at that point.