Apply For CFO Financial Talents

Generally speaking, financial and financial talents who apply for CFO positions can be divided into 4 types according to their different backgrounds. They are 4 kinds of talents who work in accounting firms, auditor offices, operating headquarters outside large companies, and operation departments of large or small companies.

People who have worked in accounting firms or auditor offices are usually better trained than those who have run financial positions, because they have many clients, so they will encounter many different situations in their work that require them to resolve.

However, these people often lack more business experience and flexibility than those who have run a financial position.

Similarly, those who once held non operational financial roles at headquarters can see problems from a higher level. However, they usually lack relevant operational experience, and they also need a lot of financial support.

Financial controllers from large companies often need more support because they have never played any financial role alone.

On the contrary, those who come from small companies often do not need any financial support. But if the company is a small family business or a local service enterprise, these people are likely to lack high level skills, which is what a sophisticated early stage enterprise needs.

So it really depends on what your goal is.

In general, the financial talents of large enterprises are the most unsuitable for start-ups because they need support and have never worked in enterprises that lack capital or break funds. They do not know how to operate in such an environment.

People with accounting and auditing background may be more suitable, but you have to make sure that they will not be overly dogmatic in their way.

The personality of any CFO candidate is a very important indicator.

Basically, financial personnel often have some notable occupational characteristics, which will have a negative impact on enterprises at the initial stage.

Finance and finance attach great importance to the basis of rules and regulations.

This sometimes means that these people have very strict personality because they satisfy their need for structure.

Their occupational diseases are rigid and rigid, and this is a big problem for start-ups who need flexibility.

The second occupational disease of financial personnel is to be afraid of taking risks.

Of course, people of any type of finance do not like risk, but financial type personnel especially object to risks.

At an early stage

You need a financial person to control CEO and management team to pursue risk too much. But at the same time, this person must know clearly that he has to take a certain risk to achieve the profit goal for the enterprise.

Finding a CFO that balances risk taking and prudence is a very difficult task.

Most of them are technology oriented.

There is no excessive ability in some areas.

This includes communication skills, non personal functions and teamwork.

But in the early stage of the business, these abilities are far from professional accounting skills.

A relative lack of communication and compassion is an advantage to some extent, because it makes them more objective.

But from another point of view, this may cause great destructive power to the enterprise, resulting in the functional problems of the enterprise, making it difficult for the enterprise to accomplish or fail.

Of course, there are some financial talents who possess these skills.

A small proportion of financial talents are outgoing. They like to deal with people and have good qualities.

。

But you need to be very careful because it is ridiculous that extroverted CFO often lacks professional skills and prudence as a good CFO.

When looking for CFO, another important ability is good judgment.

Even if the candidate has very high level of financial knowledge, professional skills and intelligence, it does not mean that he has good judgement.

Many decisions related to finance and finance need to have a correct judgement on how to adapt to financial regulations, systems and standards.

These decision factors may also include complex business, human, emotional, spiritual and other soft indicators that have important influence on the establishment of powerful enterprises.