Each step on the salary ladder is associated with a distinct skill profile.

Skills that Drive the Transition

Advancing from Finance Manager to CFO requires mastery of both the science and the art of finance leadership. Analysis of senior-level job descriptions across the UK and continental Europe reveals five recurring domains of expertise that consistently appear in high-earning roles:

1. Corporate Finance: Understanding capital structure, cost of capital, and investment appraisal is now fundamental. CFOs are expected to evaluate projects through NPV, IRR, and scenario analysis, integrating these insights into strategy rather than treating them as compliance exercises.
2. Business Valuation: The ability to value companies, divisions, and strategic options underpins decision-making in M&A and fundraising. Whether through discounted cash flow, comparables, or transaction multiples, valuation fluency signals boardroom readiness.
3. Corporate Governance: Boards demand finance leaders who understand oversight frameworks, director duties, and audit committee dynamics. Governance knowledge is increasingly vital as CFOs become custodians of transparency and ethical decision-making.
4. Private Equity and Venture Capital Exposure: Many modern CFOs operate within PE-backed or VC-backed structures. Familiarity with investor reporting, capital calls, and exit strategies differentiates candidates capable of engaging private capital stakeholders.
5. Mergers and Acquisitions: Strategic growth through acquisitions is common across Europe’s mid-market. Experience managing due diligence, synergy assessment, and post-deal integration enhances a finance leader’s credibility.

Developing these skills systematically is what transforms financial managers into strategic partners. As many executives acknowledge, finance today is no longer just about slicing and dicing excels to present a P&L — which nowadays, thanks to advanced tools and business intelligence these are almost automated — it is more about direction and understanding of market dynamics.

Valuefinex, provider of fractional CFO services in the UK and Europe said, «our fractional CFOs support private equity-backed and Series A+ companies, where the role typically requires senior finance leaders to prioritise in the short-term, the streamlining of the processes, enhancing information flow, and reducing back-office manual and repetitive workload. The goal is to redirect those hours toward greater involvement in the commercial and strategic aspects of finance in the mid and long-term.»

This convergence creates both opportunity and pressure. The route to CFO can accelerate for those who deliberately acquire cross-functional exposure—leading system implementations, managing investor relations, or contributing to board committees. Conversely, remaining confined to traditional and routine financial control may limit career mobility.

Strategic literacy—understanding how to interpret valuation drivers, evaluate capital structure decisions, and communicate governance implications—is increasingly recognised as a key differentiator for leadership succession. Finance professionals who can connect analytical insight with strategic context stand out as future CFOs.

The Two Clear Paths to the CFO Role

Many finance professionals aspire to reach the CFO level but often find themselves constrained by traditional, reporting-driven roles. The challenge is not competence, it is exposure. Without deliberate development of strategic, commercial, and governance-related skills, progression can plateau.

In active markets such as London, where private equity and venture-backed companies represent an important share of hiring, two main routes have emerged for professionals aiming to accelerate their trajectory.

1. The first is to acquire the five core strategic competencies—corporate finance, business valuation, corporate governance, private equity or venture capital exposure, and M&A—through focused executive programmes designed to build decision-level capability.
2. The second is to pursue a more entrepreneurial route by taking on fractional CFO or interim finance leadership roles, a fast-growing segment driven by high-growth and PE-backed companies seeking experienced guidance on finance and governance matters.

Fractional CFO roles, in particular, are reshaping how senior finance expertise is deployed. These positions place leaders at the centre of dynamic, scaling businesses where every process improvement and strategic decision can multiply enterprise value. Companies in this space are not merely looking for financial reporting or complex Excel workbooks —they seek experienced finance leaders who can bring structure, discipline, and foresight to fast-growing teams.

The role often involves setting standards that allow the organisation to scale efficiently while maintaining control over risk, governance, and cash flow visibility.

Equally important is the ability to act as a genuine business partner to the founding team and executive leadership—working cross-functionally to align operations, finance, and strategy toward the next valuation milestone or growth target.

Startup funding rarely happens all at once, instead it progresses through distinct stages as the business matures. Each funding round introduces new investors, ideally higher valuations, and increasingly formal expectations around governance and reporting. At each stage, the CFO plays a pivotal role in bridging investor confidence with operational reality, ensuring the company remains both growth-oriented and well-controlled.