Mark Hendy

Category: Private Equity

  • The Accounts Are Clean. Companies House Still Thinks You Owe the 2006 Loan.

    The Accounts Are Clean. Companies House Still Thinks You Owe the 2006 Loan.

    Most PE diligence still starts in the same place: last signed accounts, latest management pack, a debt schedule that ties. If the balance sheet shows no bank loan, the room relaxes. Then somebody opens Companies House and finds a charge from 2006 sitting there like a bad smell that never got a window opened.

    The accounts can be right. The public record can still be wrong. A buyer, a bank, or a new director will treat the register as the truth. That is the point of a public register.

    The gap nobody puts in the data room index

    A charge on the register is not the same thing as a loan on the balance sheet. One is a legal security interest recorded at Companies House. The other is an accounting residual. They are supposed to move together. In owner-managed groups, hall companies, old family holdcos and plenty of otherwise tidy PE portcos, they do not.

    The usual story is boring, which is why it survives. The facility was repaid. The refinance completed. The overdraft died with the old bank. Nobody filed the satisfaction. Ten years later the directors have changed, the auditors have changed, and the only person who remembers the original completion file is retired. The Companies Act 2006 Part 25 charge regime does not auto-clean itself because your cash account looks healthy.

    Why a dead loan still looks alive

    Since April 2013, most UK company charges go on with form MR01. Getting them off is a separate act: a statement of satisfaction, MR04, in full or in part. If the company no longer owns the charged property, that is a different filing. None of this happens because the loan note hit zero in the TB.

    Older all-monies bank charges are worse. They were often taken as a standing security over “everything we might ever owe you”, then left in place through three refinances and a change of clearing bank. The debt is gone. The public footprint is not. Credit reference agencies and some KYC shops still read the register, not your verbal history of the relationship.

    There is no useful statute of limitations that makes an unsatisfied charge evaporate. It sits. It ages. It looks like a problem to anyone who was not in the room when the cheque cleared.

    What a buyer, a bank, or a new director actually sees

    A new director doing even a light personal check will see outstanding charges and no matching liability. That is not a trivia question. It is the first test of whether finance knows the difference between the books and the public record. If you are asking someone to take a board seat, do not make them discover this on a Sunday night.

    A buyer’s counsel will not accept “everyone knows that one is historic.” They will want the lender’s confirmation and the satisfaction filed, or a clean explanation that survives a completion checklist. A debt fund doing holdco diligence will ask the same question in a worse tone.

    This is also why “the accounts are clean” is not a diligence conclusion. It is a starting position. I have written before about what the interim CFO job actually is. It is not to decorate a data room. It is to make the public record, the bank, and the pack tell the same story before somebody else notices they do not.

    The twenty-minute test

    Before you take a board seat, buy a book, or sign a completion agenda, do this:

    1. Pull the company on Find and update company information. Open charges. Note created date, chargees, and whether satisfaction has been filed.

    2. Put that list next to the last filed accounts — creditors notes, contingent liabilities, security disclosures — and the current debt schedule.

    3. Anything on the register with no loan line is not a mystery. It is an open item. Either the books are missing a liability, or the register is missing a satisfaction. Both are finance problems. Only one of them is usually true. You still have to prove which.

    4. If the chargee still exists, ask for written confirmation the facility is gone. Then file. If the chargee has been through three mergers and a name change, that is a research job, not a reason to leave it.

    Twenty minutes. Sometimes twenty days if the old bank has to find a deed. Either way, do not discover it in week six of a 100-day plan.

    File the satisfaction. Then stop calling it historic.

    Companies House is not being difficult. It will record what you file. The event-driven filing rules exist because the register is used by people who do not have your shared drive. An unpaid historic charge is not a vibe. It is an unfiled event.

    If you are the CFO, this is a control, not a tidy-up. Put “CH charges vs debt schedule” in the monthly close pack until the list is nil or explained. If you are the incoming interim, do it in week one, before you start talking about systems, AI, or the covenant case. A model that cannot see an unsatisfied charge is not intelligence. It is a very fast way to reprint the same gap.

    I am not giving legal advice. Get counsel on anything with a live lender, a disputed repayment, or property still sitting in the security pool. The operational point stands without a QC: the public record will be treated as true until you change it.

    The PE tell

    Houses that actually underwrite operations will ask for the charges print on day one. Houses that buy a narrative will notice it when the lawyers do, which is later and more expensive. If your AI stack, your QofE, and your board pack all missed a 2006 charge that outlived the loan, the problem was not the charge. The problem was the definition of done.

    Clean accounts are necessary. They are not sufficient. File the satisfaction. Then the story you are telling investors is the same story Companies House is telling strangers.

  • If Your AI Doesn’t Change Monday Morning, It’s Theatre

    If Your AI Doesn’t Change Monday Morning, It’s Theatre

    Most PE boards now have an AI slide somewhere in the pack.

    It usually looks impressive. A chatbot for policies. A prettier forecast chart. A memo that took forty minutes instead of four hours. Nobody wants to admit the awkward part: none of that changed Monday morning.

    If you are the interim CFO walking into a PE-backed holdco, that distinction is the whole job. There is AI that compresses the close, sharpens covenants and tells the truth about cash. And there is AI that writes nicer decks. Only one of them moves a hold period.

    Theatre is not neutral

    Theatre is expensive because it steals attention. Sponsors hear “AI in finance” and assume the control environment just got tighter. What they often got is a thin wrapper over the same late pack, the same reconciling nightmare, and the same working-capital surprise three days before the lender call.

    I am not anti-tool. I run a serious AI stack in my own work. The test is brutal and fair:

    Did a decision move earlier, with better evidence, than it would have last quarter?

    If the answer is no, you bought content production. Call it that. Do not call it transformation.

    Three workflows that actually move a PE hold

    Ignore the vendor map for a minute. In a typical mid-market PE asset, three finance workflows earn their keep.

    1. Close compression that is real, not cosmetic.
    The close is still where trust is made or destroyed. AI helps when it attacks the bottleneck chain: flux narratives drafted from the actual trial balance movements, exception queues ranked by materiality, intercompany breaks clustered by pattern instead of hunted one by one. It does not help when someone pastes a half-reconciled P&L into a chatbot and asks it to “explain variance” with no tie-back to source.

    What good looks like: board pack numbers lock earlier, commentary cites the same source the controller trusts, and the CFO stops spending Sunday night rewriting slides that should have been true on Thursday.

    2. Covenant and cash early-warning — before the breach conversation.
    Lenders do not care that your deck is eloquent. They care whether you saw the turn in advance. The useful stack watches bank actuals, order book, receivables ageing and inventory truth on a cadence shorter than the monthly myth. Models can flag trajectory toward a covenant headroom problem while you still have levers. Models cannot invent headroom you already spent.

    If your “AI treasury insight” cannot show the last thirteen weeks of cash and the next eight with honest driver notes, it is jewellery.

    3. Working-capital truth that survives diligence tone.
    PE holds live and die on cash conversion. AI is useful when it forces the ugly questions into the open: who is shipping without billing discipline, which SKUs are museums, where overdue is a commercial choice dressed up as admin lag. The output should change collections behaviour and purchasing behaviour — not produce a heat map nobody acts on.

    Exit narratives love “AI-enabled operations.” Buyers’ diligence teams love bank statements. Align yourself with the second group.

    What to starve

    Be rude about the rest, at least internally.

    • Generic chat over unstructured drives with no retention, no permissions model, and no citation path back to the ERP.
    • Auto-generated board prose that smooths over a late close. Pretty wrong is still wrong.
    • Pilot theatre that never touches the month-end calendar, the bank feed, or the covenant workbook.
    • Tool sprawl where every function buys a different assistant and finance inherits the reconciliation of the assistants.

    If a tool cannot name the system of record it reads, the control owner, and the decision it accelerates, it is a toy with an invoice.

    The interim CFO test in the first thirty days

    When I land in a PE-backed finance function, I do not start with a vendor bake-off. I start with the Monday morning stack:

    • What does the CEO actually ask every week?
    • What does the board pack still get wrong under pressure?
    • Where does cash surprise still live?
    • Which close tasks burn senior time that a junior plus a model should own?

    Then we wire AI into those seams — with human sign-off still sitting on anything that hits lenders, auditors or public numbers. AI amplifies the operating system you already have. If the operating system is chaotic, AI makes the chaos faster. That is not a technology failure. That is a leadership tell.

    For sponsors and chairs

    Ask better questions in the next IC or board slot:

    • Which decision moved forward by at least one week because of this tool?
    • What is the system of record, and who signs the output?
    • Did close day-count, covenant headroom visibility, or cash conversion change in a measurable way?
    • What did we stop doing because the model took the grind?

    If the answers are all narrative, you are funding theatre. Theatre photographs well in a value-creation plan. It does not reprice an exit.

    The point

    The PE cycle is rewarding operators who can see clearly under stress. AI belongs in that story only when it shortens the distance between messy reality and a decision a grown-up will own.

    Nicer decks are optional. Monday morning is not.

  • Only 36% of Interim CFOs Go Permanent in PE. Stop Pretending the Job Is an Audition.

    Only 36% of Interim CFOs Go Permanent in PE. Stop Pretending the Job Is an Audition.

    Most people treat the interim CFO seat at a PE-backed business as a waiting room for the permanent job.

    The data says that is a fantasy.

    Research covered by CFO.com on Barton Partnership work puts the conversion rate from interim to permanent at PE-backed firms at roughly 36%. Only about four in ten interim finance chiefs even said they were open to staying under the right conditions. The rest are doing something else entirely: closing a capability gap, stabilising a reporting stack, carrying a business through diligence or exit, then moving on.

    If you sit on an investment committee, that number should change how you hire. If you are the interim, it should change how you negotiate.

    The job is not a try-before-you-buy

    Sponsors still talk about interim CFOs as if the assignment is a six-month audition. Sometimes it is. More often it is a deliberate instrument:

    • the deal thesis needs a finance leader who has already lived a similar hold period;
    • the sitting FD cannot carry lender packs, board cadence and systems cleanup at once;
    • management wants a grown-up in the room without locking a permanent package before the first 100 days are honest;
    • exit is visible and nobody wants a brand-new permanent CFO learning the business in the CIM.

    That is not a failed permanent search. That is a different product.

    When boards blur the two, they get the worst of both: an interim who half-applies for the permanent seat, and a permanent hire who was never properly scoped.

    Why conversion is low — and why that is often healthy

    Low conversion is not automatically a governance failure. In PE it is frequently the design.

    1. The skill that saves the hold is not always the skill that runs the next five years.
    Rescue, refinance, ERP recovery, TP cleanup, warehouse go-live, carve-out — these are campaign sports. Steady-state FP&A leadership, culture and long-cycle talent development are different muscles. Pretending one person must be both is how you overpay for the wrong profile.

    2. The best interims are expensive because they are liquid.
    People who can land cold into a PE board pack and make it legible do not need your permanent role to feel successful. They need a clean mandate, decision rights, and a finish line. If your only retention tool is “maybe we will make it permanent,” you are bidding with monopoly money.

    3. Sponsors already know who they might want long-term.
    Often the permanent CFO is a known quantity from a prior portco, a portfolio talent map, or a search that was always going to conclude after the fire was out. The interim was never in that race. Telling them otherwise is theatre.

    4. Conversion politics punish honesty.
    If the interim is quietly campaigning for the seat, bad news arrives late. If the board pretends the door is open when it is not, trust collapses in month four. Clear “this is a closed-ended assignment” language is kinder and more commercial than soft ambiguity.

    What good PE sponsors do instead

    The high-functioning pattern is boring, which is why it works.

    Name the product on day one. Stabilise / professionalise / exit-ready / systems rebuild / fundraise support. One primary job. Secondary jobs in writing, not in hallway vibes.

    Separate the permanent search clock from the interim clock. If you might convert, say what evidence would justify it and when that decision will be taken. If you will not convert, say that before the first board. Ambiguity is not optionality. It is unmanaged risk.

    Pay for outcomes, not for hope. Day rate or project fee against deliverables beats a discounted permanent package with a whispered upside. Interims who accept underpriced “try-outs” train sponsors to treat senior finance as a temp bench with equity cosplay.

    Instrument the handoff. The value of a strong interim is not only the three months of packs. It is the operating system left behind: close calendar, board pack skeleton, cash bridge discipline, covenant early-warning, decision log, open diligence Q&A. If that does not exist at exit from the assignment, you rented a person. You did not buy capability.

    What the interim should demand

    From the other side of the table — and I sit there often enough — the commercial hygiene is simple.

    Mandate in writing. What “done” looks like. What is out of scope. Who can overrule you. Which systems you own versus babysit.

    Decision rights on cash and reporting. An interim CFO without authority over the cash bridge and the board pack is a commentator with a nicer title.

    A clean conversion clause — or none. Either a dated decision gate with criteria, or an explicit non-conversion statement. Soft “we will see how it goes” is how both sides waste political capital.

    Permission to build past yourself. If the assignment succeeds, the business should need you less at the end than at the start. That is the point. Hire the number two, fix the calendar, kill the heroics. Sponsors who punish that behaviour are selecting for dependency.

    And get the tax wrapper right. A real PE interim is almost always outside IR35 when structured properly: own company, own tools, substitution/control reality, financial risk, and a finished assignment rather than a disguised employment. If the commercial deal is temporary employee with a day rate, you have already lost the product definition and invited a status fight you do not need. Sponsors who want interim outcomes should buy a genuine B2B assignment. Interims who want the economics of independence should not pretend they are on a probationary payroll.

    Where AI changes the interim brief

    This is no longer only a people story.

    A modern interim CFO is often dropped into a business that still closes in Excel folklore while the sponsor deck claims “AI-enabled value creation.” The gap is becoming the job.

    • Can the finance stack produce lender-grade cash visibility without a weekend of heroics?
    • Are AI tools allowed to touch the close, the pack, the covenant model — and under whose control?
    • Is “productivity” just headcount hope, or a measured reduction in cycle time and error rate?

    I have written separately about measuring AI and local AI. The interim angle is blunter: if you only have 90–180 days, you cannot wait for a transformation theatre programme. You need a short list of automations that harden the close, the pack and the cash story before the next IC.

    That is why conversion rates miss the point. The question is not “did we keep them?” The question is “is the business more finance-operable than when they arrived?”

    The PE take

    Interim CFO work at PE-backed companies is a professional service with a balance-sheet consequence, not a dating app for permanent hires.

    Use it that way.

    Hire for the campaign you are actually in. Pay for the outcome. Decide conversion on purpose, early, in writing. Measure success by the operating system left behind — not by whether the temp badge got upgraded.

    And if you are the interim: stop auditioning for a role nobody agreed was open. Do the job that was bought. Leave the business harder to break than you found it.

    That is the product. Everything else is soft focus.

    Mark Hendy is a PE-facing interim CFO and founder of Tanous. Views his own. Conversion statistics referenced from public secondary reporting of Barton Partnership research via CFO.com; verify primary materials before relying on the figure in a live search process.

    Sources / further reading:
    CFO.com on interim-to-permanent conversion at PE-backed firms ·
    Finatal interim finance insights ·
    CFO optimism on AI impact ·
    The CFO Who Can’t Measure AI ·
    The CFO Case for Local AI

  • The CFO Who Can’t Measure AI Is About to Become the CFO Who Can’t Raise

    The CFO Who Can’t Measure AI Is About to Become the CFO Who Can’t Raise

    When a $60 billion AI coding platform starts a CFO council, the signal is not subtle.

    Cursor — the AI coding company SpaceX has agreed to buy — just launched a working group of finance leaders to answer one question: how do you keep AI spend tied to value? That is not a product marketing stunt. It is the market admitting that “return on intelligence” has left the innovation lab and landed on the CFO’s desk.

    And if you are a PE-facing CFO who still treats AI as an IT experiment with a cute pilot budget, you are already late.

    The board is no longer asking “are we using AI?”

    They are asking the harder question: what is the return?

    Cursor’s own framing is blunt. AI spend is shifting from experimental pilots into a major recurring operating expense. McKinsey’s numbers make the gap obvious: most organisations have deployed AI somewhere, but only a minority can trace it to enterprise-level EBIT impact. That is the CFO’s problem in one sentence — high adoption, weak attribution.

    BCG’s token-cost work is even more direct: token costs are attracting CEO and board-level attention, and CFOs need answers when those questions start. This is no longer “can the model write a draft email?” It is “why did our model bill triple, and what operating leverage did we buy with it?”

    Boards do not fund vibes forever. They fund measurable capacity.

    Why PE will force this earlier than corporate

    In private equity, the conversation compresses.

    LPs want cleaner, faster, more machine-readable portfolio data. Operating partners want cycle-time compression, not another slide deck about “AI enablement.” And portfolio company CFOs are being asked, often mid-hold period, to show that AI is either:

    • cutting cost-to-serve,
    • shortening close / reporting cycles,
    • improving cash conversion, or
    • raising the quality of decisions under pressure.

    If your answer is “we’re experimenting,” you sound ornamental. In a PE board pack, ornamental dies quietly.

    The firms that win will treat AI less like a side project and more like a capital allocation problem: what is the unit cost of intelligence, where does it create EBITDA, and what do we stop funding if it doesn’t?

    Return on intelligence is a finance discipline, not a tech slogan

    Cursor’s council is aiming at the right missing layer: shared benchmarks for AI productivity, frameworks for measuring returns, and practical approaches to model allocation and cost management. That is classic CFO work dressed in new language.

    The practical version looks like this:

    • Define the unit of work. Not “AI usage.” Actual output: closed tickets, reviewed contracts, reconciled exceptions, forecast cycles, board packs produced, cash applications cleared.
    • Measure cost per accepted unit. Tokens are inputs. Accepted work is the output. If you only track spend, you are budgeting a furnace, not a factory.
    • Separate leverage from theatre. A tiny cohort of power users often creates most of the value. That concentration is a management problem, not a model problem.
    • Route work deliberately. Cheap models for routine extraction. Stronger models for high-stakes judgement. Unrouted “everyone uses the top model” is how token bills become board items.
    • Put AI in the operating rhythm. If it only lives in a pilot Slack channel, it will never show up in free cash flow.

    This is not anti-AI. It is anti-unmeasured AI.

    The CFO who can’t measure AI will struggle to raise

    In PE, capital is allocated on credibility. Credibility is the ability to explain what changed the numbers.

    So when a sponsor asks “what did AI do for this business?”, the weak answer is activity:

    • we rolled out copilots,
    • we ran workshops,
    • we have 40 use cases in the backlog.

    The strong answer is economic:

    • close cycle down from X to Y days,
    • cost per invoice exception down Z%,
    • forecast reforecast latency cut by half,
    • gross margin lift from better pricing/support triage,
    • token cost per accepted unit of work under control and declining.

    One of those lists gets you the next round of investment. The other gets you a polite nod and a smaller mandate.

    That is the real risk. Not that AI fails. That AI succeeds somewhere in the organisation while finance still cannot price, govern, or defend it. In that world, the CIO owns the tools and the CFO owns the blame when the bill arrives.

    What good looks like in a portfolio company

    If I were walking into a PE-backed finance function this quarter, I would not start with a model beauty contest. I would start with four controls:

    1. AI P&L visibility. Token/API cost by team, workflow, and vendor. No more “software misc.”
    2. Value hypotheses per workflow. Before scale-up: baseline metric, expected delta, owner, kill criteria.
    3. Routing rules. Which work gets which model, and who can override.
    4. Board language. One page: spend, output, unit economics, risks, next capital ask.

    That is enough to turn “we use AI” into “we run intelligence as an operating system with a cost of capital.”

    And yes — some initiatives will fail. Good. Failed experiments with clear kill criteria are cheaper than indefinite pilots with no owner.

    The quiet transfer of power

    For a decade, finance absorbed digital transformation after the fact: clean up the data, explain the variance, retrofit the controls. AI is different because the spend line is rising fast enough, and uneven enough, that boards will not wait for a post-implementation review.

    Cursor building a CFO council is confirmation, not novelty. The frontier companies already know the bottleneck is no longer model capability. It is economic discipline.

    So the question for CFOs — especially those in PE-backed businesses — is no longer whether AI belongs in the stack. It is whether you can sit in a board meeting and defend the return on intelligence without hand-waving.

    If you can’t, someone else will. And they will own the budget that used to be yours.

    Mark Hendy is a PE-facing CFO who works through Tanous. He writes about finance leadership where AI, capital allocation, and operating reality collide.

  • 97% of PE-Backed Finance Teams Now Use AI — So What?

    97% of PE-Backed Finance Teams Now Use AI — So What?

    You’ve seen the headline by now. 97% of finance leaders in VC and PE-backed companies are using AI, with three-quarters reporting ROI within twelve months. Impressive, right?

    No. Not really.

    Because the question was never “are you using AI?” — it was always “what are you actually doing with it?”

    The 97% Number Is Meaningless Without Context

    Let’s be honest about what “AI adoption” means in most finance departments right now. Someone installed Copilot. An analyst is using ChatGPT to summarise board packs. The FP&A team found a plugin that formats their Excel models faster.

    That’s not transformation. That’s convenience.

    It’s the equivalent of calling yourself “digital” because you moved your filing cabinet to SharePoint in 2015. The tool changed. The thinking didn’t.

    The 97% figure tells us that AI has become table stakes — like having a laptop or knowing how to use a pivot table. It tells us nothing about whether these teams are fundamentally rethinking how finance operates.

    Copilots vs. Architecture: The Real Divide

    Here’s where the split is happening, and it’s widening fast.

    On one side, you’ve got finance teams using AI as a copilot. It sits alongside existing workflows, making them marginally faster. Summarise this report. Draft this email. Clean this data set. The human is still the bottleneck — AI just lubricates the process.

    On the other side — and this is a much smaller group — you’ve got teams building AI into the architecture of the finance function itself. Autonomous agents that monitor cash positions in real-time. Systems that don’t just flag variance but investigate it, pull the supporting data, and draft the narrative before a human ever looks at it. Governance frameworks that are designed specifically for agentic AI, not retrofitted from your SOX compliance playbook.

    The difference isn’t speed. It’s operating model.

    A copilot-enhanced finance team is still batch-oriented. They still run month-end. They still produce reports on a cadence designed around human processing time. An AI-native finance team operates continuously. The concept of “closing the books” starts to dissolve when your systems are reconciling in real-time.

    What AI-Native Finance Actually Looks Like

    I’m not theorising here. I run an AI assistant — Saul — that operates 24/7. It monitors my email, manages my calendar, tracks my investment portfolio, executes trades, scans news, and handles routine correspondence. It doesn’t wait for me to ask. It acts, escalates when needed, and learns from the outcomes.

    That’s what AI-native looks like at the individual level. Now scale that to a finance function.

    Imagine a portfolio company where the finance team’s AI agents are handling bank reconciliations autonomously, flagging only genuine exceptions. Where cash flow forecasting updates continuously based on real-time revenue data, not last month’s actuals plugged into a spreadsheet. Where the CFO’s morning briefing isn’t a deck someone spent three hours building — it’s a synthesised intelligence report generated overnight from live data sources.

    This isn’t science fiction. The technology exists today. The gap is in the willingness to let go of the old operating model.

    PE Firms Are Asking the Wrong Question

    When a PE firm conducts due diligence on a portfolio company’s finance function, the question “do you use AI?” is already obsolete. Everyone uses AI. The answer is always yes.

    The right questions are harder: What’s your AI architecture? Which workflows are fully autonomous vs. human-in-the-loop? What’s your governance model for agentic systems? How does your finance function operate differently today than it did eighteen months ago — structurally, not just faster?

    KKR has already flagged this concern — that AI capability gaps could create a meaningful split in exit outcomes. Portfolio companies that have genuinely integrated AI into their operations will command premium multiples. Those that bolted on a chatbot and called it transformation will not.

    This is the real game-changer in PE-backed finance: not whether AI exists in the business, but whether it’s load-bearing.

    The CFO Role Is Splitting in Two

    The 2026 CFO agenda looks fundamentally different depending on which side of this divide you’re on.

    One version of the CFO sees AI as a tool in the toolkit. Useful. Saves time. Makes the team more efficient. They’ll adopt it incrementally, bolt it onto existing processes, and measure success by how many hours it saves per month.

    The other version sees AI as infrastructure — as fundamental to the finance function as the ERP system or the chart of accounts. This CFO is redesigning processes around AI capabilities, not adapting AI to fit legacy processes. They’re thinking about data architecture, agent orchestration, and continuous assurance — not just “can we automate the board pack?”

    PE operating partners need to know which type of CFO they’ve got. Because the incremental adopter will deliver incremental value. The infrastructure thinker will deliver step-change capability. And in a compressed hold period, that difference matters enormously.

    The Competitive Moat Isn’t Adoption — It’s Depth

    When 97% of your peers have adopted the same technology, the technology itself is no longer a differentiator. The moat moves downstream — to depth of integration, quality of data architecture, sophistication of governance, and willingness to let AI operate autonomously within defined boundaries.

    Most finance teams are wading in the shallows. They’ve got AI, sure. But it’s supervised, constrained, and fundamentally optional — remove it tomorrow, and the function still operates the same way, just slower.

    The teams that will win are the ones where AI removal would be structural. Where the operating model has been redesigned so thoroughly that the AI isn’t an enhancement — it’s a dependency. Not because of recklessness, but because the architecture is sound, the governance is robust, and the results speak for themselves.

    97% adoption is the starting line, not the finish. The race that matters hasn’t even begun for most.

  • The CFO Who Took the Business Through the Deal is Often the First Casualty

    The CFO Who Took the Business Through the Deal is Often the First Casualty

    Not the tidy version. The real, uncomfortable one.

    The investment team made representations. They relied on advisors, they wrote the investment plan, they presented it to the IC. Now the cheque is written and their credibility is on the line. Every week of underperformance is a question mark over their judgement. Every green light is validation.

    They project that pressure downward.

    The management team feel it. The CEO feels it. But the CFO feels it first, because the CFO is the one who has to explain why the numbers don’t quite match the investment plan.

    The CFO who took the business through the deal is uniquely exposed. During the process they had to be captain positive. “Here’s how we’ll unlock the value.” “Here’s why the churn is fixable.” “Here’s the evidence behind the margin expansion story.” They were a full partner in selling the deal.

    Now the deal is done. The investment team is nervous. The board is watching. And the numbers — as they always do in the first few months post-close — are telling a more complicated story than the investment plan told.

    Suddenly it’s the CFO’s fault. Not explicitly. But the questions get harder. The calls get more frequent. The patience gets shorter.

    The CFO often doesn’t survive it.

    And here’s the thing — sometimes that’s not even unfair. The CFO who sold the deal is not always the right person to deliver it. Those are different skills. Different temperaments. A different relationship with uncomfortable truths.

    So they leave. Or they’re moved on. Quickly, and quietly, and usually within six months of close.

    The Problem That Creates

    The PE house now has a problem. The CFO is the second most important hire after the CEO. You cannot run a board, manage a lender relationship, or credibly execute a value creation plan without one. The permanent hire — if they’re any good — is on six months’ notice somewhere else. You need time to get this right.

    That’s where the interim CFO comes in.

    The interim CFO isn’t a gap-fill. Done properly, it’s the thing that buys the business the breathing space to make a good permanent hire instead of a rushed one. Someone who can walk in, stabilise the investor relationship, take ownership of the 100-day plan, and leave the business better than they found it — without any expectation of staying.

    The Real Job

    An interim who has been there before — who has stood in that boardroom, managed that investor relationship, built that first management pack from scratch — gives the PE house something they desperately need in that moment: confidence.

    Confidence that the business is in safe hands. Confidence that the reporting will be credible. Confidence that they can take their time and get the permanent hire right.

    Speed kills. Patience wins.

    That’s the job.

    Mark Hendy is an interim CFO specialising in PE-backed businesses. He writes about finance, private equity, and the reality of post-deal life at markhendy.com. Connect on LinkedIn.