Executive Searches
Chief Financial Officer
Private Equity-Backed $1B+ Global Industrial Services Platform
Position Summary
The Chief Financial Officer reports directly to the private equity sponsor and CEO of this $1B+ revenue, 5,000+ employee global industrial enterprise. The CFO will serve as the senior financial architect of a complex, multi-segment business operating across Asia Pacific, North and South America, Europe and Africa. Recently acquired by a leading operationally oriented industrial investor, the company is a global leader in specialized services, equipment manufacturing and data technology serving multiple sectors across six manufacturing sites worldwide with a wholly owned technology subsidiary.
The CFO holds full enterprise finance accountability, owning the Management Operating System end-to-end, including flash reporting, monthly business reviews, board presentations, capital allocation, forecasting cadence and weekly cash processes. A central priority is building separable P&Ls and balance sheets across three Strategic Business Units to enable clean segment reporting, defensible cost attribution and full transaction readiness across a range of potential exit pathways including full sale, divisional carve-out or IPO. The role also demands hands-on treasury leadership in a leveraged environment, with visibility into borrowing base dynamics, trapped cash, FX exposure and repatriation across complex jurisdictions.
The ideal candidate brings 20 or more years of senior finance leadership, including prior stand-alone CFO accountability within a globally complex manufacturing or industrial services business. Deep FP&A capability is non-negotiable, this executive must own the numbers at granular depth while translating operational complexity into clear, Board-ready financial narratives that serve investors, lenders and potential buyers. Demonstrated experience transforming finance functions in legacy, high-transaction-volume environments is essential, as is a track record of reducing manual activity through process redesign, automation and systems discipline. The successful leader operates with urgency and bias for action, is comfortable in a highly engaged PE ownership model and brings the cultural fluency to lead globally dispersed teams across multiple regulatory and tax jurisdictions. A “leader of leaders” who elevates divisional finance heads without controlling them and who engages the sponsor as a true partner, not a counterparty.
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