Christine F.

I’m stepping more directly into interim and operating CFO work. Over the past decade, I’ve consistently been brought into sponsor-backed and growth-stage platforms at inflection points — acquisitions, liquidity pressure, lender negotiations, audit remediation, capital raises, or operational scale. I build institutional-grade financial infrastructure fast. That means: • Liquidity visibility and covenant discipline • Clean audits and lender credibility • Transaction-ready reporting (QoE, data rooms, integrations) • Repeatable forecasting and KPI frameworks I work where capital and operations intersect — ensuring companies are positioned to access funding, execute deals, and scale without losing financial control. I’m open to select interim and fractional CFO mandates where execution speed and clarity matter. If you’re a sponsor, CEO, or investment partner navigating one of those moments, let’s connect. — Ken Anthony Stanford MBA | CPA | Growth Infrastructure CFO

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A fantastic discussion with Glenn Oken, Dan Herr and Matt Rooney on the evolution of a dedicated BD team in private equity. The conversation explores how deal sourcing has transformed over his 30+ year career, examining what truly drives credibility in the market, the importance of empowering genuine decision-makers, and his journey to co-founding one of the first operationally focused private equity funds in the lower middle market. #DealSourceryPodcast

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My colleague Ryan Milligan recently wrote about how to think about deferred comp as a first-time PE-backed CEO (will link in the comments, IYKYK) -- and I think the lessons are applicable for anyone considering a manager or C-suite role for the first time in a PE-backed company. It's a solid gold reference guide. And while I don't have CEOs knocking on my door asking for advice, I *do* have a peer group of whip-smart friends on LinkedIn who went the traditional big corporate route or consulting career path and are now considering management roles at PE-backed companies for the first time ever (Chief of Staff roles have never been cooler) When I'm chatting with them to demystify the "big, bad PE world", here are the questions I direct them to ask the recruiter/in the interview process: --> How long has the company been under PE ownership? 1-2 years in is a very different game than 4-5 years in, and it may signal something about business performance depending on the position (is it a net new position?). The year that the company was invested in (2021, anyone?) can also send signals on what types of multiples the company was valued at. --> What type of investment was made? Growth or buyout also mean different things on what to expect when you get in the business. Are they willing to burn cash to grow fast or is the expectation slower, more profitable growth? --> Research the reputation of the PE firm Use LinkedIn (or Happenstance or other AI tools to query your LinkedIn) to find people who have connections to people in that firm and (gulp) reach out and ask. Working for different firms, let alone different teams within those firms, isn't going to feel the same. How active is the firm? Are they going to help/micromanage/give you a long leash? --> Is there equity in the role? Get a grasp on what needs to happen to get there. Most firms can help you see an illustrative waterfall to understand what it could be worth. Ask for a simple excel model to play with different outcomes if you can, or build your own. Ask about the assumptions that need to be met for a successful exit in the future (e.g., "how big do we need to grow the business in the next X years?"). See Ryan's post for more detail here. --> Really get to know the CEO or leader you will be reporting to This is not PE-specific, but your leaders and managers will make or break your experience. If I went to work for a PE-backed company, I'd care a lot about the reputation of the CEO to understand the bet I was hoping to make working there (Have they done this before? Worked in this space? Sold a business in this space before? What can I learn from them?) --> What's the growth plan? Is it organic or does it depend on doing a lot of M&A or a mix of both? The answer to this could be a big driver of what your day-to-day looks like in your role. PE and PE-backed folks ...what else am I missing?

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Private equity firms are rethinking what makes a great CFO. My colleagues, Lisa Philippi and David Robinson Jr Robinson, break down the new must-haves—backed by data from JM Search’s 2025 CFO study. If you're hiring or advising finance leaders, don’t skip this read. https://lnkd.in/e9n2Hd3H

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This is a thoughtful look at what helps first-time CFOs succeed early - clear priorities, strong alignment, and leadership that builds trust across the organization: https://lnkd.in/egxjbfUR

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Growth that depends on talent is vulnerable. Growth supported by system is durable. Private equity environments demand commercial engines that can be tuned, measured, and scaled through compressed timelines. My colleague John van Berkum outlines how Strategic RevOps strengthens that foundation: https://lnkd.in/e4QDQq7W

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What does the "new era" of private equity look like? This week at PEI NEXUS, Bain & Company's Chairman of Global Private Equity Practice Hugh MacArthur recapped the firm's latest Global Private Equity Report. Hugh noted that firms will need to focus on what they do well in a “new era” for private equity. These sentiments echoed much of what Private Wealth Forum speakers, including Arax Investment Partners Founder and CEO Haig Ariyan, Laird Norton Wetherby CIO Ron Albahary, CFA, Ardian Managing Director, US Private Wealth Solutions Ava Mallin, and Citi Wealth Head of Private Equity and Real Estate Jeffrey Locke, shared on stage at PEI. This week's AGM Alts Weekly dives into what a "new era" in private equity might look like, connecting dots and data points from Bain & Company and McKinsey & Company's 2026 reports on the state of the private equity industry. Some key themes defined the takeaways from both reports: ➡️ Returns will not be a dime a dozen: Bain's punchline? "12 is the new 5." ➡️ Megadeals, big questions: 2025 witnessed an increase in global buyout deal value. However, just 13 deals of $10B or more contributed 69% of the growth in 2025, accounting for $274B of the global gain. ➡️ A K-shaped industry: Private equity appears to turning into a K-shaped industry, with “a subset of elite funds [being] on the upswing while everyone else muddles through.” ➡️ No fun in fundraising: McKinsey noted that core, closed-end fundraising has “become more competitive, selective, and time consuming.” ➡️ Continuation nation: There’s been a marked rise in continuation vehicle activity, but only represents less than 10% of exit value. ➡️ Mid-sized deals not so mid: Megadeal activity grabbed the headlines. But deal sizes $1-5B deals grew 29%. Growth in the $1-5B deal size segment could be encouraging for specialist buyout funds. There are some key questions for allocators to grapple with as they think about what private equity might look like in the future. 1️⃣ Do allocators believe public markets will continue to outperform private markets? 2️⃣ Will fundraising bounce back? 3️⃣ Can firms kick value creation into motion? 4️⃣ Are both GPs and LPs ready to handle how investors might look to exit evergreen vehicles? 5️⃣ For LPs, are they finding managers that have an edge? Read on for more👇 This week's Alt Goes Mainstream's AGM Alts Weekly, brought to you by DealsPlus, covers: 🗂️ AGM Index, an index that tracks the leading publicly traded alternative asset managers. 💻 Who is hiring: Senior-level positions from companies Blackstone, KKR, Apollo Global Management, Inc., Ares Management, EQT Group, Blue Owl Capital, Franklin Templeton, Fortress Investment Group, iCapital, Goldman Sachs, Ultimus Fund Solutions, Krilogy, MSCI Inc. Subscribe👇 to see the latest trends & navigate this rapidly changing landscape as alts go mainstream. https://lnkd.in/eRKN25jy

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I recently joined Colin Hewitt for his podcast, The New F*Word, which explores how Fractional CFOs are reshaping cash flow, financial strategy, and business growth. A Fractional CFO doesn’t need to have all the answers on day one. As I mentioned to Colin, "The biggest mistake I see is jumping straight to solutions before fully understanding the business. The approach I rely on is simple: listen first, create alignment, then deliver. That means understanding the people, the numbers, and the real problems before trying to fix anything. Once there’s alignment on what matters, execution becomes much easier." In this episode, we touch on a variety of other topics, including: * How to decide between a fractional CFO and a full-time hire * Why a company's financial narrative must pass the one-sentence test * The importance of alignment across every stakeholder * How to balance long-term vision with tactical flexibility * Why scenario analysis is a critical complement to point forecasts Please see the links below for the full podcast. I value your insights and look forward to your feedback... Apple: https://bit.ly/4aH65e0 Spotify: https://bit.ly/4qNfozk YouTube: https://lnkd.in/egaZEuFu #TheNewF*Word #FractionalCFO #CFOResponsibilities

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Busyness does not, in itself, drive value. In AlixPartners Executive Chairman Simon Freakley's latest article, discover how remarkable leaders drop into deep work fast—no distractions, full focus: https://ow.ly/WBZR50Xe5ZK

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As founders scale, financial leadership needs evolve just as fast as product or team strategy. In this article, Jason Anglin does a great job outlining when a startup needs a fractional Director of Finance vs. a fractional CFO. And why getting that choice right can save both time and capital. Worth a read for founders approaching their next growth stage.

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Transactions are decisions under uncertainty. Quality of Earnings reduces that uncertainty. We’ve supported QoE engagements for both buy-side and sell-side clients across companies generating $500K to $80M+ in revenue. One consistent takeaway: Adjusted EBITDA is rarely a single fixed answer. It’s a range.  A framework.  A series of judgments that require accounting depth and forward-looking thinking. Our process focuses on: • Multiple EBITDA case scenarios • Working capital sustainability • Margin durability • Post-transaction tax considerations • Clear articulation of risks and assumptions Whether you’re private equity, a strategic acquirer, a lender, or a business owner preparing for exit — clarity drives better decisions. And better decisions drive better outcomes. #TransactionAdvisory #QualityOfEarnings #M&A #StrategicFinance #PrivateEquity

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Even disciplined management teams experience software spend creep as licenses expand and subscriptions renew. This #GrowthBit by Taylor Koger and Claire King Krikawa shares advice on negotiating SaaS contracts and aligning spend with real value: https://lnkd.in/e6qEKB9q

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I spoke with Christien Louviere of BDE Capital about his journey from a $330mm exit to becoming an independent sponsor. Christien shared excellent insights for folks looking to partner with business owners, rather than buy sellers out completely. Below are a few of the topics we covered: - Why he moved from “zero-to-one” startups to a buy-then-build strategy - How Christien's background shaped a focus on growth vs. cost-cutting - Why 20–40% rolled equity is central to his deal structures—and how it builds trust with sellers - Using scenario analysis with AI tools to evaluate management teams and uncover hidden key-person risks - How to identify when a $3–5M EBITDA company truly has a middle management layer—or is still founder-reliant For anyone investing in or buying small businesses, Christien’s approach provides a fresh lens on growth, alignment, and deal structuring. 🎥 Watch the full interview here → https://lnkd.in/ekfkaiej 🎧 Listen on Spotify: https://lnkd.in/e86Agx6V

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PE-backed CFOs mistakenly treat nailing their yearly budget as their north star. But for sponsors, the real priority is equity value: spending the (right kind of) money to make more money at eventual exit. ​ See how CFOs can take advantage of tariff-related deal delays and elongated hold periods to drive equity value for exit down the road: https://lnkd.in/eZFw_uPP

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I’ve had the same conversation with several People leaders in PE-backed tech businesses recently. 👉 Limited exposure to the Deal Partner behind the value creation plan. Which is surprising. In PE, People leaders aren't just support, they're a primary value lever. Yet many aren’t always truly plugged into: 👉 what the investment thesis truly depends on 👉 where execution risk really sits 👉 which capabilities must simply “run” 👉 what buyers will scrutinise hardest at exit The reality is that you can’t just build a credible People story without truly having the full picture. Succession depth, leadership strength, incentive alignment, performance discipline - can take many quarters to shape properly. By the time exit prep starts, it’s too late to make changes. So the strongest People leaders I see are spending meaningful time with Deal Partners early to understand: 🚀 What are the two or three value drivers that matter most? 🚀 Where is the organisation fragile? 🚀 Which leaders are critical? 🚀 What will diligence expose? People strategy doesn’t sit alongside the value plan. It determines whether value compounds or leaks, and so deserves the same level of rigour as revenue and cost 👊

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For startups and emerging growth companies, post-merger integration can be complex, resource-draining, and risky without the right support. Head to Kranz’s blog for the top challenges and how consultants help smooth the path forward. #FinancialConsulting #MandA #PostMergerIntegration https://lnkd.in/gCng3xUv 

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AI for CFOs and operations teams that can illuminate the business equation and optimize it. AI for health systems that helps them with everything from claims to better care. The next wave of multi-billion-dollar companies will be built around ideas like these. That’s why Felicis just published our first-ever Call for Startups. We’re eager to meet founders who see what others miss. These are the areas capturing my imagination. Whether you fit here or you're inventing something new, I'd love to hear from you.

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At the FT Future of the Car Summit, Bain Partner Eric Zayer shares how leaders are tackling key EV adoption challenges—from infrastructure to regulation. Watch the video for insights on what’s next in the EV market - https://lnkd.in/eK-xwD3k

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Wealth professionals looking to introduce private market investments into client portfolios are finding that client education is essential. Managing Director James Martin shares a key insight from our Global Private Wealth Survey that highlights how stronger education equips clients to confidently embrace private markets.

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