Hiring, Insight

Why hiring CFOs is tougher than ever in 2025

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CFO hiring isn’t slowing down in the same way other markets are.

The volume might be lower, but the competition for the right people is still fierce. The ones in demand are already in role, staying longer, making them harder to approach.

Businesses that need them are having to work harder to get their attention.

At RecFest 2025, STOIX co-founders, Neil and Rory, took the temperature of the market.

They spoke with talent leaders, CFOs, and board-level decision makers about the state of senior finance hiring.

While the boom years feel distant, there are positive signs. “We are hearing from people in our network that talent directors are landing jobs, more so than in 2024,” Neil said. “Hopefully a positive sign that some companies are gearing up to beef up hiring capability in-house, which then has a knock-on effect over the coming months.”

The CFO market is different

Rory highlighted a split between the broader hiring slowdown and the CFO talent market. “Whilst there is of course that general downturn in the economy, I still think we’re seeing real competition for top talent in private equity and in some of our larger PLC clients.”

The reason? Available candidates are not always the right fit. “There’s still that need to go out and proactively headhunt the best people in the market because ultimately the people that are available are not necessarily the talent they’re looking to engage with.”

In-demand skills and longer cycles

Neil pointed out that demand is strongest for specialist profiles. “If you’re a highly experienced software or SaaS CFO or have any artificial intelligence angle, you’re in demand. Those people are highly sought after. They’re in short supply.”

Many of these CFOs are already in role and not moving soon. “A lot of these cycles have been pushed out now to five and seven years rather than historically two and three years. So that competition remains quite high.”

He added that expectations have shifted. “It is a given now that the CFO needs to be a strategic CFO. It is a given that they need to have some sort of technology transformation experience in 2025 given the rate of change, the amount of new tools coming into the market, the volume of AI into the finance function.”

“Networking is a multi-channel approach in 2025. You’d need to obviously stay close to your own existing network. 35 to 40% of senior appointments come from your own network so I think people will do well to remember that.

You need to be constantly engaged with your current and pre-existing network and that can be just going for a cup of coffee, going for a beer, going for a walk with some people that you haven’t caught up with recently and with no ulterior motive other than to really catch up and find out what’s going on in their world, seeing if you can help them.” – Neil French, Co-Founder of STOIX

Not every organisation is moving on AI

Neil shared a recent conversation with a FTSE 100 talent director. “We were saying, what are you guys doing with AI? And they said absolutely nothing. We cannot get that through various committees and boards at the moment. It needs to go through cyber security, needs to go through this, this, and this.”

This sits in contrast to the range of recruitment and talent technology on show at the event. “We’re surrounded with tents of brand-new recruitment, talent acquisition, technology that can make life a bit easier.”

Strategy meets tactical execution

Rory noted that the CFO role in certain environments goes beyond strategic partnership. “In private equity and also the sort of mid-market SME to mid-market companies… they really need to have that tactical awareness as well.”

That means operating at both levels. “It’s a case of being able to flex up and operate strategically, partner with the board, look at fundraising, but also having an eye on the detail as well with maybe less resource, but really being able to stretch that, use tech well, get the data you need and still be very tactical.”

Workload pressure and burnout

Neil has seen the strain first-hand. “On a daily basis I’m speaking to CFOs that are frazzled, burnt out because they’re asking to do so much.”

The demands cover transformation, organic and inorganic growth, and being able to operate across multiple levels. “They’re asking them to be here, to be down here, a Swiss Army knife in many respects.”

The result is a growing number of CFOs questioning whether it’s worth it. “Yes, I’m getting paid a lot of money but seven days a week, 24-7 on, that’s going to take its toll on anyone.”

Takeaways for Finance Leaders

From Neil and Rory’s discussion at RecFest 2025, several points stand out for CFOs and finance professionals navigating today’s hiring climate and role demands:

  • Expect competition at the top end of the market: Even with a wider economic slowdown, highly skilled CFOs in sectors like SaaS, software, and AI remain in short supply and are actively sought after.
  • Be prepared for longer tenure cycles: Many senior finance leaders are now staying in role for five to seven years, which can reduce immediate movement in the market.
  • Maintain both strategic and tactical capability: In environments like private equity and mid-market businesses, CFOs are expected to partner on strategy while still managing detailed, hands-on responsibilities with limited resources.
  • Adopt technology where possible: The expectation for technology transformation experience is now a given, but adoption may still face internal hurdles such as security and governance approvals.
  • Watch for workload strain: The role increasingly demands operating across multiple levels simultaneously, which can lead to burnout without clear boundaries and support.

If you’re a CFO finding it tough to cut through in today’s market, let’s talk.