https://www.pageexecutive.com/ en https://www.pageexecutive.com/advice/practice/cfofinance/cfo-hiring-trends 这两年我收到了很多客户的委托，既包括准备港A股（美股市场懂的都懂）上市的企业，也包括已上市企业保密招聘CFO。在这个过程中，我见了很多企业CFO，除了招聘本身，我们也会探讨行业内这几年大家对CFO岗位想法的变化，既包括企业实控人考虑CFO定位，也包括CFO群体们考虑职业规划，我总结了几个有趣的观察：1. 从企业招人端：纯IPO型的CFO逐渐失去市场如果是百亿以上A股上市公司选择A+H,企业更青睐于选择一位专门运作港股上市的投资者关系总经理，把岗位升级为董秘或CFO的都不算多；首次上市的企业，IPO多数都是持久战，除少数众望所归的AI/具身公司以外，更多公司招聘的时候都默认CFO起码要陪伴公司有两三年的发展，期间做上市前财务梳理，公司融资，交表，战略规划，上市后的资本运作等等，加之现在宏观环境变化，当企业决定招CFO的时候，他们要做好准备，每年这个岗位至少预算在100-300万（仅指现金薪酬，税前，人民币）且不一定在2-3年内能带来直接的变现（上市股权融资成功）。那么把这折中200万的管理费用当做一笔投资来看，实控人/创始团队都会希望这个岗位带来不是只是来做IPO项目的项目经理，毕竟这个项目什么时候结束也不好说，结不结束公司的业务也要发展，所以很多企业对这个岗位的诉求优先级有了变化，企业现在想找的是这类CFO：（1）. 强调懂业务战略，业财融合，能够“增效“的降本策略，包括产品价格策略等（尤其是在关税波动性对企业全球供应链韧性挑战更大）对于把这个能力作为优选CFO的企业，一般建议企业和候选人都不要跨行业/跨商业模式/夸能力模型选择：当前强调的是即插即用，本行业内的高手都不一定运作的很好，跨行业/跨商业模式/跨能力模型去深度介入业务且能出结果的CFO更是小概率事件；即便能胜任，很多cfo也在1-2年内就离职，各种磨合的辛酸互相都知道。（跨商业模型是指不同行业但企业都是同类型的To B/ To C模型，渠道/服务产品/行业竞争格局都比较相似；跨能力模型是指做了几家IPO成功的CFO要转型去业务CFO：做公司上市的宏观战略和深入业务做业务策略还是有很大差距的。）（2）. 强调融资能力：企业能跑到拟上市阶段（一般融资C轮+），说明前面创始人已经相对懂资本市场了，也对接了不少投资人，要在拟上市阶段寻求融资能力强的CFO，是需要CFO带来企业差异化的投资人资源。例如产业端头部上市的投资，或者是海外的投资人加入，为公司未来国际化背书等；这类需求，在彼此资源和需求相对坦诚透明的情况下，是容易招聘成功的。不过也有两个痛点时而发生：----关于缺某类投资人资源，可能只是公司管理层当时的决策，在cfo入职后，这个资源需求发生了变化，例如从海外投资机构转头看国内地方政府投资那这个合作还能持续吗？----资源的差异化匹配做到了，但公司基本面不行了，从盈利转亏等等。钱投进来了，上市还没指望。那么CFO后续的工作重点和价值是什么？结论就是，CFO始终要发挥这个C-level席位的价值。不是资本价值就是业务价值。如果所选的行业IPO的确定性变小，上市周期拉长，那么这个情况下，CFO人才和企业应该怎么结合才会更长久，这个答案就基本就在业务上。2. 从CFO选择端：更想回到上市公司体系发挥更大价值我的寻猎群体居多是已上市公司CFO或者外资投行&“三中一华”的ED/MD level，聚焦在这个群体，我在不同的情境都听到大家说：我觉得已上市公司是我的优选。首先，明星创业AI/科技公司更青睐同行业内的CFO或Banker，因此市场上很多人想找前沿的AI公司CFO，但能拿到offer的是少数。排开上述这个情况，还有2个数据需要作为前提：（1）做到CFO level居多已经在38-45岁之间；（2）拟上市公司居多营收都在100亿以下。职业经理人，在资深管理位置上又年富力强的阶段，正是发挥最大影响力的阶段，选择陪跑一家拟上市公司，成功了就是做到退休（即便财富自由，大多数不会放弃自己的职业生活）；---但IPO成功概率这几年很明显是波动的（尤其是综合各个行业的平均情况），大环境变化自不必说；其次企业在股权授予策略更成熟了：拿到原始股的cfo自己花了大把现金投入企业绑定（有cfo调侃：自己交钱给自己发薪）；签了已上市限制性股票“预售”的，相当于股票价值要至少分摊到5年以上（把拟上市阶段的时间计算进来）；拿到期权的要为未来稳定的市值奋斗，这也是一个5年以上的规划；这么一算，上市公司的CFO offer比拟上市公司CFO offer 每年多发的50-100万现金年薪，反而是自己的时间价值最大化。---不成功的话，那就是在一个营收百亿以内的拟上市项目（企业没有上市，不谈市值之前，公司的营收规模就直接影响cfo的市场价值），再择业的价值就明显变窄了。很有可能变成了年纪偏大+管理企业的营收规模偏小，这也是比较多在2021年后跳槽去拟上市公司的cfo们现状，他们现在也更多选择回到上市公司内。当然了，已上市公司的CFO招聘需求是远少于拟上市公司的，因此所以高速发展行业的拟上市企业仍然是CFO们的主流选择。最后请轻拍：职业规划和就业选择里面，猎头只是路径之一，不代表职场所有全貌。如果谈你的热爱和义无反顾，以及社会资源（例如某位关系很好的企业实控人直接邀请加入/需要继承家业），那职业规划可以放在后续考虑。上述提到的年龄等问题请勿拍，我们只能基于有限时间内不可调整的条件下做理性分析。除此之外，我在广州/深圳/香港目前也有相似岗位在保密寻访，包括深圳拟上市的具身智能CFO/已上市千亿规模公司香港董秘等，期待各位私信建联探讨交流。 Fri, 10 Apr 2026 07:39:58 +0100 Sophia Xie 2077046 https://www.pageexecutive.com/advice/practice/financial-services/future-banking-sophisticated-roles In March 2019, Page Executive organized a 2nd debate in Warsaw for Banking Shared Service Center Heads and HR leaders to discuss topics regarding this dynamically growing industry. The event was led by Mariusz Grendowicz, one of the most prominent bankers in Poland and hosted by Iwona Dudzińska, Citi Managing Director, at their premises. Agnieszka Kulikowska, Partner in Page Executive, facilitated the discussion. Sophisticated Roles in a Growing Market Poland continues to be one of the most attractive countries for international investments. Jobs in the Business Services Sector (Shared Services Sector) have increased to almost 300,000 employees over the past 9 years, representing around 1,200 companies (Polish and international), of which 83 are part of the Fortune Global 500. In particular, there has been growth in the global banking and financial institution centres which provide banking services from Poland to their clients across the globe. Sophistication has increased, moving the industry from standard banking operations to more complex roles such as end-to-end processes, reengineering, automation, digitalisation, and structured finance products.   An example of these opportunities can be seen with Citigroup. Citigroup employs around 4,500 people, speaks 29 languages and delivers services to 96 countries. They offer markets and securities operations, treasury and trade Solutions, KYC, anti-money laundering, private banking and technology services. Poland is certainly helping shape the business ecosystem for the future.  --- Agnieszka Kulikowska Page Executive Partner T: +48 22 319 3017 E: AgnieszkaKulikowska@pageexecutive.com Agnieszka currently leads the Financial Services, Shared Services and Human Resources practices in Poland. She has successfully conducted over 110 executive search assignments on Regional (CEE, EMEA), local Board and Director levels among a total of over 260 recruitment projects since joining PageGroup. Tue, 07 May 2019 16:42:12 +0100 Page Executive 4876 https://www.pageexecutive.com/advice/practice/cfofinance/banking-and-asset-management-salary-survey-2020 Page Executive has conducted an extensive salary and bonus review of front office banking and asset management roles in London. Representatives from Page Executive and Michael Page conducted phone and face-to-face interviews with over 1000 contacts and candidates from banks and asset managers in London in 2019 / 2020. They also interviewed several heads of HR, with a strong focus on current and future compensation. The compensation data was then compiled and tested on a collective basis by the Michael Page and Page Executive Financial Services team. Download the full survey here Bespoke reports can be commissioned and tailored to meet the exact requirements of your bank or on a case-by-case basis. If you would like to explore any of these options or have any further questions, please contact Tara Bagley, Partner at Page Executive, for a confidential discussion.   Tara Bagley T: 0207 645 1434 E: tarabagley@pageexcutive.com Tue, 26 Feb 2019 09:34:31 +0000 Page Executive 4791 https://www.pageexecutive.com/advice/practice/cfofinance/banking-asset-management-survey-2018 Page Executive has conducted an extensive salary and bonus review of front office banking and asset management roles in London. Methodology Representatives from Page Executive and Michael Page conducted phone and face-to-face interviews with over 1000 contacts and candidates from banks and asset managers in London. They also interviewed several heads of HR, with a strong focus on current and future compensation. The compensation data was then compiled and tested on a collective basis by the Michael Page and Page Executive Financial Services team. Download the full survey here Bespoke reports can be commissioned and tailored to meet the exact requirements of your bank or on a case-by-case basis. If you would like to explore any of these options or have any further questions, please contact Tara Bagley, Director at Page Executive, for a confidential discussion.   Tara Bagley T: 0207 645 1434 E: tarabagley@pageexcutive.com Thu, 18 Jan 2018 15:39:03 +0000 Page Executive 4596 https://www.pageexecutive.com/advice/practice/cfofinance/aligning-procurement-business-five-key-points-success Procurement has come a long way to being recognised as a strategic function that can deliver bottom-line savings. However, in some businesses, the value added by procurement has plateaued as it struggles to align its activities with the wider business and specific CFO’s needs. We recently discussed this issue with Global CPO Steve Kirk from QuintilesIMS, who outlined five key points he believes are fundamental to ensure that the procurement function is aligned with the business and the CFO, and therefore be recognised as a key driver in business success. 1. Be clear on how procurement reports savings Procurement can often report savings that do not accurately reflect the actual savings made by the function. In extreme cases, the savings may even exceed what the company has actually spent. Too often procurement functions try to use cost avoidance or project savings as a real measure of the financial value that they provide to the company. Procurement plays a vital role in cost containment so soft savings should always be highlighted but when the CFO is looking for year over year budget impact, there is the risk of losing credibility if the soft and hard savings are not clearly differentiated in total savings. 2. Alignment Once you have clarified the hard savings, these should then be shown to have a tangible impact on your stakeholder’s budget. All too often you see the savings from one supplier fund the new unbudgeted project or offset the unplanned overrun of another. Steve pointed out that a conscious decision must be made by the business to determine whether the savings can be reinvested or reallocated. As the finance function will directly manage the budget it is essential that they assist with these processes but ultimately procurement is responsible for shifting the mindset in terms of how the savings are reported and is accountable for governing the decision making. Procurement functions need to report their hard savings in real terms and illustrate to the CFO how these are affecting the budget to provide tangible bottom-line impact. 3. Consider the overall spend Procurement typically targets a percentage of addressable spend. Even if 80-90% of spend is addressed, it is also important to know what increases have taken place in the remaining 10-20%. Has that increase had a material impact on the savings achieved? To add real value to the business’s bottom line, Steve believes that procurement should be reporting the good and bad news, and look at the total spend over the year and how it’s reflecting back into the budgets and forecasts. 4. Use technology Often within procurement, teams use their own spend analytics tools that are either directly linked to the procurement-to-pay data or invoice data. This data is categorised to align with the procurement definition of spend. Steve highlighted that it is crucial for the procurement function to keep in line with the internal business’s terminology used in budgets and to ensure spend can be mapped back to the business structure. He also added that while it is acceptable to talk about spend in categories, the data has to be aligned with the business. When you maintain this link between procurement spend and the overall business budget, you can have meaningful planning conversations with the budget holders and also track savings back to the business to see the impact it has year on year.  5. Create aspirational and tangible measures Depending on the nature of the business, it can be easier to align innovation to research and development, sales leads from marketing outcomes and in manufacturing, product development or speed to market as a revenue driver. Steve discussed that procurement should be wary of soft measures that do not have a tangible outcome as it creates scepticism around the function and can distract from the hard savings goals. He reaffirmed that at the heart of the procurement function is the need to effectively manage suppliers to ensure they deliver on time, at high quality and at the right costs. Once this is done, the procurement function can create aspirational and measurable value targets. Conclusion It is essential that procurement is aligned with the business which more often than not means the CFO. Understanding what is relevant for the CFO is critical if you are going to develop a relationship that enables procurement to add true value. The five points raised by Steve are far too often missed but as with most things, it comes down to strong stakeholder engagement and commercial thinking. If you would like more information or to discuss how we can help with your recruitment process, get in touch for a confidential discussion.   Connect with one of our UK consultants Steve Kirk has over 21 years' experience in automotive, telecoms, utilities, consumer goods, pharmaceutical, healthcare and information and services sectors. Thu, 07 Dec 2017 09:37:34 +0000 Page Executive 4591 https://www.pageexecutive.com/advice/practice/cfofinance/cfo-future-%E2%80%93-effective-change-leader The dynamic development of technology and business processes makes the role of the CFO a constantly changing one. The competencies of financial directors increasingly go beyond financial departments, making them the most important individuals in the company after CEOs. The evolution of the modern CFO’s role was discussed during the Leadership Breakfast organised by Page Executive, with KPMG serving as partner. According to a survey conducted by KPMG, half of financial directors believe that their role and its importance will be transformed. The same opinion is held by general directors – as many as 63% of CEOs managing companies in Poland believe that the role of CFOs will change significantly over the next 3 years. Knowledge and soft skills – CFOs are increasingly responsible not only for companies’ finances but also for other strategic issues and important initiatives related to the general operations of the entire organisation. These areas include IT, law, HR and procurement. They are also engaged in investor relations, shareholder meetings, business strategy development and key decision-making – states Paweł Wierzbicki, Page Executive. It is also important to point out that the financial director is increasingly expected to be involved in the development of the company's strategy and its execution. CFOs should already fixed or develop competencies in communications and change management. All this makes the CFO position an attractive career goal for professionals, one which provides them with great opportunities for professional development and guarantees job satisfaction – adds Paweł Wierzbicki. According to the speakers, a modern CFO should add real value to the business. Among the most important competencies of CFO are the ability to work with stakeholders and seek compromise – whether with shareholders, financial institutions or regional markets. According to Violetta Małek, the director of KPMG in Poland, the CFO of the future is a person who goes beyond today's finance department. Business support – CEOs want to have someone who can really support the businesses they run. The CFO of the future should not only build a competitive advantage or streamline production processes but also create a climate of effective co-operation between the financial and business departments – comments Violetta Małek. In addition, according to the director of KPMG, the modern CFO is a leader who successfully manages business expectations and creates a culture of continuous improvement in the organisation. According to KMPG research, about 2% of financial directors have ambitions to develop their career and take on the role of CEO. According to Krzysztof Rabiański, former CEO of Empik Media & Fashion, the largest companies, those listed on the stock exchange, offer the biggest opportunities for promotion. – In such organisations, the responsibilities of the CFO are very wide, because in addition to traditional duties, the CFO communicates with investors; as the supervisor, he or she contributes to the financial strategy and is responsible for monitoring its execution. Therefore, he or she is more likely to seek a promotion – says Krzysztof Rabiański. In his opinion, current CFOs should also care about building their own personal brand. As he emphasised, only a conscious strategy and its successful implementation will ensure long-term success on the market. From CFO to CEO According to Paweł Wojtyło, former CEO of Eden Springs Russia, three things are worth remembering when trying to become a CEO. First of all, a strong and effective financial team should be built within the company, and the future successor to the CFO should be drawn from it. – When you leave the finance department, make sure that there is no gaping hole – says Paweł Wojtyło. Secondly, it is necessary to analyse the duties of the CEO and integrate them into our development plans. It is also important to consider what and how you would like to change the organisation. Thirdly, the whole process should be approached carefully and the desire for development should be communicated in a timely manner – not too early and not too late. You have to show that you are able to perform the tasks of the financial director without error for several years. It will be evidence that you’re ready for the CEO role. In Paweł Wojtyło’s opinion, it is also worthwhile to engage in projects that are not necessarily financially related, which would allow CFOs to acquire new competencies and present themselves in a broader light. This year's "Leadership Breakfast" was the second edition of the meeting organised by Page Executive in Poland. Every year, the event gains more and more interest from CFOs; this time, 75 financial directors took part. Thu, 16 Nov 2017 09:37:20 +0000 Page Executive 4581