By Samantha Chen, published 12 October 2026
The deal is completed. The champagne has been enjoyed. The photographs have been taken and everyone agrees that the future looks exceptionally promising.
Then somebody asks for the latest cash flow forecast.
And the atmosphere changes slightly.
Welcome to the first 100 days of private equity ownership, where the post-acquisition finance team faces new expectations and scrutiny.
It's a period of opportunity, ambition and occasionally the discovery that the finance function isn't quite as sophisticated as the acquisition presentation suggested, especially as acquisition accounting and integration work begins.
That's not necessarily anybody's fault. A finance team built for one ownership structure may need to evolve under another, particularly when the post-deal finance integration agenda accelerates and an M&A finance integration program kicks off.
The important question isn't whether the finance function was good enough yesterday. It's whether it's ready for tomorrow, with post-acquisition CFO readiness front of mind.
Here are five priorities worth addressing:
- Find Out Whether Your CFO Is Ready for the New World
An effective CFO under private equity ownership needs to be much more than the person who signs off the accounts.
Investors require commercial insight, dependable forecasts, financial discipline and someone who can explain why the business is performing as it is.
Preferably without needing 47 slides to get to the point.
Does the existing CFO possess the necessary experience? Can they communicate effectively with investors? Are they equipped for acquisitions, integration and change?
If the answer is yes, excellent. If not, the business may need additional support, a stronger leadership structure or a carefully considered senior appointment. Assessing CFO capabilities after acquisition should be structured and objective, aligning to private equity CFO requirements and the post-deal 100 day plan finance roadmap.
The objective should be finding the right solution, not replacing people for the sake of appearing decisive. Evaluating CFO capabilities early in the post-acquisition transition-and again following initial integration milestones- ensures the finance function remains fully aligned with private equity performance expectations.
- Get the Reporting Right
Private equity investors have a perfectly reasonable interest in knowing where their money is going.
The post-acquisition finance team needs to provide accurate, timely management information and forecasts that support decision-making, especially as acquisition accounting and integration entries flow through.
If producing monthly accounts involves three spreadsheets, an ancient accounting system and one employee who knows where everything is hidden, there may be room for improvement.
An experienced Financial Controller, Group Accountant or Financial Reporting Manager can bring greater consistency and control. An interim financial controller M&A specialist can stabilize close processes and standardize policies quickly, ensuring post-deal finance integration stays on track.
Strong reporting may not be particularly glamorous. Neither are unexplained variances at a board meeting. Aligning reporting standards with PE board expectations and embedding strong FP&A disciplines turns raw financial data into strategic action.
- Check Whether the Team Has Enough People
An acquisition can dramatically increase the demands placed upon an existing finance function.
Additional reporting, budgeting, integration and investor enquiries all take time.
And those responsibilities don't arrive with an automatic increase in headcount.
It is worth examining where the pressure points sit. Does the team require another qualified accountant? Stronger PE portfolio company FP&A capability? More transactional support? A specialist in group reporting?
Not every problem requires a CFO. Sometimes the smartest recruitment decision is the Management Accountant who gives the rest of the department room to breathe, particularly when building finance team after buyout is the priority.
Resourcing plans should be established early in the 100-day roadmap, ensuring the finance team is fully calibrated for integration timelines and ongoing reporting cycles.
- Don't Confuse Urgency With a Permanent Solution
Some problems cannot wait three months for a permanent employee to arrive.
A reporting deadline, unexpected departure or acquisition integration project may require experience immediately.
This is where interim finance professionals can make a real difference. An interim financial controller M&A appointment can be the bridge between deal close and steady state, accelerating post-deal finance integration.
An interim CFO, Financial Controller or project accountant can address an immediate requirement while management considers the appropriate permanent structure. The best interim appointments are not simply placeholders; they arrive with a brief, take responsibility and deliver an outcome, strengthening PE post-acquisition finance execution.
No settling-in period measured in geological time. Interim support can also guide acquisition accounting and integration mechanics while building finance team after buyout foundations.
- Recruit for the Business You're Building
The first 100 days should not become an endless exercise in fixing yesterday's problems.
Investors also need to consider the organisation they intend to build.
Will there be further acquisitions? International expansion? Additional reporting entities? Greater emphasis on commercial finance?
Recruitment decisions made today should, wherever possible, anticipate those requirements. Post-acquisition CFO readiness should include succession, PE portfolio company FP&A scaling, and systems upgrades aligned to M&A finance integration.
Otherwise, the organisation risks building a finance function that becomes inadequate just as the investment strategy begins to succeed. Long-term team building must align leadership capabilities with the broader commercial vision and board requirements.
A Final Thought
Private equity ownership changes expectations.
But changing expectations without reviewing the resources required to meet them is unlikely to produce the desired outcome.
The first 100 days offer an opportunity to assess the existing finance team, recognise its strengths and address any gaps. The post-acquisition finance team should embed acquisition accounting and integration practices quickly, ensuring post-deal finance integration and M&A finance integration deliver value.
At Sheridan Maine, we support businesses through interim and contract appointments, permanent contingency recruitment and executive search across accounting, audit and tax. Whether you need an interim financial controller M&A expert or guidance on PE post-acquisition finance structures, we’re here to help.
Because the first 100 days matter. And discovering on day 101 that nobody trusts the numbers isn't an especially encouraging start.
Building Your Finance Team Following Acquisition?
Speak to Sheridan Maine about the accounting, audit, tax and finance professionals needed to support your investment plans, including post-acquisition CFO readiness and building finance team after buyout initiatives aligned to private equity CFO requirements.
Sheridan Maine – We're ready when you are.
