Insight

The 90-Day CFO: How to Hit the Ground Running in a New Role

–

Taking on a CFO role, especially in a private equity-backed business, can feel like you’ve been thrown into the deep end.

There’s no time to ease in, no room for a long onboarding process. You’re expected to get up to speed quickly, understand the business, and make impactful decisions fast. The window of time is short, often only 90 days, to fully understand the company, its operations, and its people.

These insights are drawn from a conversation with Stephan Burow, CFO of Lintbells, who shared his experience navigating the high-pressure transition into a CFO role. With a background spanning both large corporates and fast-growing startups, Stephan offers valuable perspectives on what it takes to succeed in the crucial first 90 days of the job.

The first 90 days: It’s all about speed

When stepping into a CFO role, especially in a fast-paced or high-stakes environment, the luxury of a slow burn is rare.

Being a CFO, Stephan stresses that within the first 90 days, you need to quickly understand key elements of the business, such as the profit and loss (P&L) structure, key performance ratios, and the dynamics of your customer and supplier relationships.

“Everything hangs together with that,” Stephan explains. It’s about understanding where the business’s strengths and weaknesses lie, and quickly identifying where your efforts will have the most impact.

There’s no time to waste when it comes to figuring out the burning platform. Whether it’s dealing with cash flow issues, inefficiencies, or strategic misalignments, the faster you can assess the situation, the better.

Embrace the chaos, but don’t get overwhelmed

If there’s one thing that’s certain about the first 90 days, it’s that things will be unpredictable.

Stephan talks about the internal discomfort many finance professionals feel when they have to make decisions based on incomplete or imperfect data. It’s not easy to provide answers when everything isn’t perfectly reconciled. However, he emphasises that in high-pressure roles like a CFO, you must get comfortable with making decisions in the grey areas.

“Anything that’s a historic actual number, we should have. But anything that’s there to aid future decision making, ultimately, whatever number I tell you is going to be wrong, because I can’t predict the future,” Stephan says.

This is where the 80-20 rule comes in. Don’t get bogged down in perfection. Instead, focus on what’s good enough for now and move forward with the information at hand.

“You need to be able to very, very quickly, ideally within 90 days, no more than that, build a clear view of the business so you can work out what to prioritise, what the burning platform is, and what’s already working.


I think that’s the biggest realisation I’d share with anyone stepping into the role.” – Stephan Burow, CFO at Lintbells

Build relationships early, especially with key stakeholders

One of the most critical elements of a CFO’s first few months is establishing solid relationships with the company’s key stakeholders.

This means getting to know your leadership team, your board, and the investor group, if applicable. Private equity-backed businesses often have their own set of expectations and priorities, so understanding these nuances early on can make or break your success.

For Stephan, this meant engaging deeply with his CEO and understanding not just the financials, but the bigger strategic picture.

“I’m always focused on what I bring to the table,” he shares, adding that this transparency about his strengths and weaknesses has helped build trust. His approach isn’t to take on every role but to ensure that the team’s strengths complement his own, so that collectively, they can tackle whatever challenges arise.

Stephan also emphasises the importance of cultural fit. When you join a new company, it’s critical to gauge whether the company’s culture aligns with your values. “Can I see myself having a beer with this person? Can I relate to the product?” These are some of the questions Stephan asks himself when making career decisions and choosing teams to build. The right culture and values are key to making meaningful progress in a new role.

Focus on what you do best

In many cases, the role of CFO involves wearing many hats, but the most successful CFOs know when to delegate.

As Stephan moved from his roles in big corporate settings like Unilever to the smaller, more agile environment of Lintbells, he learned quickly that knowing what you’re best at, and focusing on that, is crucial.

“Focus on what you’re really great at, and everything else someone else should do,” Stephan advises. In his current role, he focuses on building teams, driving strategy, and ensuring that the company is moving at the right pace. He’s clear about what he brings to the table: leadership, strategic thinking, and growth, whilst openly acknowledging the areas where others in his team might have more expertise.

This approach doesn’t mean avoiding your weaknesses; it’s about acknowledging them and seeking help when needed. As Stephan puts it: “As long as we’re clear on what I bring and what I don’t bring, we can be transparent and get to work.”

Learn fast, fail fast

There’s a certain pressure that comes with stepping into a leadership role, especially in fast-growing or turnaround businesses. Time is precious, and often, things need to happen at lightning speed. But this doesn’t mean you have to get everything right from day one.

Stephan recalls his experience at Gusto, where he had to move quickly through a period of hypergrowth. “The greatest impact is if you move at pace,” he notes. At Gusto, things weren’t perfect, but the quick execution of decisions allowed the business to grow and adapt in a way that wouldn’t have been possible in a slower-moving environment.

The lesson? Be okay with making mistakes as long as you’re learning and adapting fast. The quicker you act, the quicker you’ll understand what’s working and what’s not, and the faster you’ll be able to course-correct.

Managing the transition to a CFO in Private Equity

The transition to a CFO in a private equity-backed company is one that comes with its own set of challenges.

Private equity firms are often laser-focused on value creation and want results quickly. Stephan explains that when dealing with private equity investors, you have to be prepared for a high level of scrutiny and constant requests for updates.

“You need to be able to quickly understand the business and the ratios,” Stephan says. In private equity, there’s a much shorter timeline to deliver results. Within the first 90 days, you should be able to identify the core issues that need addressing, such as budget sandbagging or customer acquisition problems, and prioritize accordingly.

It’s all about being able to make decisions quickly and knowing where to focus your efforts for maximum impact.

“Anything that is there to aid future decision making, ultimately, whatever number I tell you is going to be wrong, because I can’t predict the future.


And so my guide is always the moment we talk about budgeting or forecasting or planning for the future directional is most likely going to be good enough.” – Stephan Burow, CFO at Lintbells

Own your role and lead with confidence

The first 90 days as a CFO can feel like a whirlwind. With limited time to make an impact, it’s essential to act fast, build strong relationships, and focus on what you do best. Stephan’s journey into private equity and his approach to leadership show that success in this role is not just about financial expertise. It’s about understanding people, culture, and moving at a pace that suits the business’s needs.

To make it in a new CFO role, remember to prioritise learning, building relationships, and knowing when to lean on your team. No one person can do it all, but with the right mindset, the first 90 days can set you up for long-term success.

Takeaways for finance leaders

Stephan Borow’s journey offers several key lessons for CFOs and finance professionals stepping into new roles:

  • Adaptability is key: No matter how well-prepared you are, surprises will arise. What matters most is your ability to quickly assess the situation and take action to resolve issues effectively.
  • Speed matters more than perfection: In fast-paced environments, decision-making isn’t about getting everything perfect. It’s about making quick, informed choices with the available data, even if it’s imperfect.
  • Relationships drive success: Building strong relationships with key stakeholders and understanding the business culture early on is essential. Trust and transparency help foster collaboration and drive results.
  • Leverage your strengths, delegate your weaknesses: Successful leaders focus on what they do best. Acknowledge where you need support, and build a team that complements your skill set. This collaborative approach accelerates progress.
  • A strong sense of responsibility fuels persistence: In high-pressure environments, it’s not always genius that gets the job done, but the persistent drive to make a meaningful impact for the team and the business.

Listen to the episode of the STOIX Podcast

To hear Stephan Burow’s full conversation, watch the complete podcast episode here:

To connect with Stephan or explore more of his experience and insights, head over to Stephan’s LinkedIn profile.