Chief Financial Officer's First 100 Days

The first 100 days for a Chief Financial Officer (CFO) are crucial for setting the tone and direction of their tenure. The modern CFO role is more influential and multifaceted than ever, and the CFO has a big part to play as the leader of the finance function and as a contributor to organizational strategy. Along with the new responsibilities come tremendous opportunities and, as a new CFO, you will put your mark on the organization as you lead enterprise performance and maximize shareholder value. There are risks and challenges, too. Chief Executive Officers and boards expect more from the CFO. Technologies, AI, data, and analytics are changing constantly, and the importance of innovation is rising as markets dispense rewards and punishments these days with astonishing speed. We are seeing the next generation of finance taking shape in real-time – at a record pace.

Amid these pressures, the transition period is the time to lay the foundation for your success. You may be fortunate to have a limited honeymoon period, but people are watching, and opinions form quickly. It is important to move early, but deliberately and strategically, to make the most of your first 100 days.

By steadily building credibility and taking advantage of opportunities for early wins, you can establish a pattern of success that builds on itself. Conversely, early mistakes can damage new relationships, making it harder to win the support you need to be successful.

Some of the practical considerations facing transitioning CFOs in today’s hypercompetitive environment, with an eye to establishing a healthy cycle of success from day one. Each transition has its unique elements, but several key issues affect CFOs universally. Based on our experience working with CFOs and with these topics in mind, we outline a potential 100‑day plan to help maintain focus and build relationships as a foundation for success in your new role.