Private equity firms are increasingly looking to their portfolio CFOs to identify and act on value levers such as working capital optimization, pricing strategy, and cost transformation.

The shift from transactional execution to operational value creation requires a new kind of leadership. CFOs and operating partners must assess their current capabilities, define a finance vision aligned with enterprise strategy, and build a roadmap that balances quick wins with long-term enablers. Leaders who understand agility and can embed it into organizational culture are uniquely positioned to drive transformation and deliver measurable results.

This shift reflects a broader industry trend where financial leaders are now expected to deliver measurable performance improvements across the portfolio, not just manage the books.

Amid ongoing macroeconomic uncertainty—from interest rate fluctuations, inflationary pressures, and geopolitical instability—PE firms are doubling down on finance function enablement.

The World Economic Forum notes that CFOs are leveraging advanced analytics and automation to not only improve efficiency, but also to unlock strategic insights that support value creation across the investment lifecycle. As capital becomes more constrained, CFOs are being asked to prioritize transformation initiatives with the highest ROI. That means evaluating modernization efforts such as ERP upgrades, cloud migration, and data centralization not just for operational gains but for their ability to enable smarter, faster decisions.

For PE operating partners and portfolio CFOs, this landscape presents both a challenge and an opportunity. The shift from transactional execution to operational value creation requires a new mindset and a new toolkit. CFOs must assess their current capabilities, define a finance vision aligned with enterprise strategy, and build a roadmap that balances quick wins with long-term enablers. Strengthening finance talent, standardizing policies and processes, and optimizing systems are all part of this evolution.

When it comes time to engage with GPs and LPs at panels, investor meetings, or other forums, CFOs must be prepared to speak the language of value. That means articulating how finance is driving operational improvements, enabling integration readiness, and supporting strategic growth. It’s no longer enough to report on past performance—today’s CFOs must demonstrate how they’re shaping future outcomes.

In this new era, the most effective CFOs will be those who embrace their role as strategic partners, enabling organizations to operate smarter, scale faster, and unlock value at every stage of the investment journey.