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CFOs must rethink ROI amid talent shortage: HubSync

Posted by AHill on 04/28/2026 5:54 pm  /   Articles of Interest

The ongoing shortage of qualified accountants, coming as experienced accountants retire and not enough new graduates come to replace them, has left CFOs in a quandary.

On the one hand, they need to do more with less: to run leaner teams that can close the books faster, cut down expenses and support growth during a time of continued economic uncertainty. On the other hand, they need to ensure that they can entice and retain skilled financial talent, which includes not creating unrealistic expectations that may lead to burnout.

Creating those “lean” teams means CFOs need to be strategic about how they support their accounting and finance employees, from the technologies they integrate to how they think about upskilling and mentorship, Mahati Mukkamala, SVP of finance and operations for accounting tech platform HubSync said. In short, they need to change the way they think about return on investment here.

“I think sometimes we only look at ROI as, are you making a money back on this software based on hard costs?” Mukkamala told CFO Dive in an interview. “And I think ROI should be measured based on: is it making my employees better? Are they doing more with less?”

Pinpointing the tech use case

The accounting talent shortage has occupied a prime place of concern for finance chiefs for many years, especially as CFOs are increasingly looked to by their companies to drive strategy as well as take stewardship of the numbers.

The growing number of states that have passed legislation to create alternative certified public accounting licensure pathways, nudged enrollment in accounting programs upward last year, CFO Dive previously reported. However, several other roadblocks remain in place to reverse the years-long slump in skilled talent, such as higher starting salaries in other professions or the uncertain role of AI and automation in accounting — putting more pressure on finance leaders that need to attract and retain accountants, Mukkamala said.

“In a world where you’re seeing a shrinking workforce, what you want to do is empower people that are in your workforce to enjoy doing the work and become more analytical,” he said.

Mukkamala’s “bread and butter has been post-transaction and/or post fundraise” in private equity, he said, with roles in treasury and financial planning and analysis. He joined HubSync in his current role last October, previously serving as VP of FP&A for Digital.ai, according to his LinkedIn profile. He has also served as principal, FP&A consultant for Seed 2 C Consulting and as treasurer for Asian Women for Health.

Approaching technology with an eye toward empowerment, rather than replacement, can be one way to change that ROI perspective and better support the team. Mukkamala sees technology as a great equalizer, but “I think we still have to get back to the root cause of, what is it that you’re using technology for,” he said.

“Whether it’s fixed asset software, whether it’s ERP software, whether it’s procurement software, whatever it is, write down the problem that you’re trying to solve with it and actually see if it solves the problem,” he said.

Resetting realistic expectations

Another challenge finance leaders face when it comes to finding top talent is pressure to meet unrealistic goals from the top of the organization that is now falling on the finance team itself, Mukkamala said.

For instance, a company that has raised money and now finds itself racing to meet growth targets that justify that valuation will likely turn to the CFO, he said. In the private equity space, the team will look to reduce expenses or improve margin, but “all of those are stop gaps for the fundamental problem, which is, you signed up for growth that may or may not be realistic,” he said. “I think if you’re not able to have that conversation, that pressure now builds downwards on the accounting team: ‘Hey, why are you guys closing the books fast enough. We’re not able to make decisions sooner.’”

That’s only becoming more of a challenge in a world where there’s a “voracious hunger for data and data quality and speed,” and it oftentimes falls to the accounting team to fulfill that want, he said.

“There’s not that many decisions that you can make if the accounting close is done, versus five days versus 11 days, but it’s a thing that people can point to and say, ‘well, if only I was able to close the books in four days, maybe I could have done something different, right?’” Mukkamala said.

The CFO Talent Shortage Is Reaching a Breaking Point

Posted by AHill on 01/30/2026 12:00 am  /   Articles of Interest

As economic complexity rises and deal activity remains elevated, the demand for senior finance leadership is colliding with a shrinking supply of qualified executives. What was once a cyclical hiring challenge is becoming a structural constraint for companies across industries. Leo Cummings, an associate at Hunt Scanlon Ventures, examines why the CFO shortage is intensifying – and how organizations are responding.

January 12, 2026 – According to global talent advisor ZRG, the shortage of chief financial officers and their finance teams is reaching epic proportions as we head into another busy year of executive recruiting.

With market complexity increasing, CFOs are in high demand, yet the supply of qualified candidates is dwindling. This shortage is being driven by a convergence of demographic shifts, evolving role expectations, and sustained deal activity –leaving companies scrambling to fill critical leadership positions.

“This is no longer just a tight labor market — it is a structural leadership gap,” said Leo Cummings, an associate at Hunt Scanlon Ventures. “Finance leaders are being asked to do more, faster, and under greater scrutiny, all at a time when the bench is thinning.”

Why the CFO Pipeline Is Shrinking

The CFO shortage, says ZRG, can be traced to several interrelated factors, each amplifying demand for skilled financial leadership.

For starters, baby boomer CFOs are retiring at an accelerating pace, creating a leadership vacuum. Seasoned financial leaders are exiting the workforce — and with fewer up-and-coming executives prepared to step into their shoes — the pool of experienced candidates is shrinking quickly. As more CFOs retire, the gap between supply and demand continues to widen.

“At many organizations, succession plans haven’t kept pace with demographics,” Mr. Cummings noted. “The CFO role has evolved faster than the pipelines feeding it.”

According to a McKinsey report, the role of the CFO has also expanded dramatically over the past decade. Today’s CFOs are no longer just financial gatekeepers; they are responsible for driving strategy, navigating complex regulatory environments, and leading digital transformation initiatives.

As a result, companies are seeking CFOs with broader skill sets that include operational leadership, technology adoption, and risk management expertise — making truly well-rounded candidates harder to find, says ZRG.

Related: Why Executive Hiring in 2026 Must Be More Strategic Than Ever

“The modern CFO is effectively a co-strategist to the CEO,” said Mr. Cummings. “That raises the bar significantly, but it also narrows the field.”

HSIQ Action Plan

HSiQ is a cutting-edge talent intelligence platform that helps leverage data and people insights to make faster, smarter, and more profitable talent decisions in a rapidly evolving market. This innovative, AI-driven system is designed to provide enterprises with real-time insights into competitive dynamics, people analytics, and strategic leadership initiatives. HSiQ is tailored for various sectors, including financial services and private equity.

  • Map and Mitigate Leadership Gaps: HSiQ can pinpoint where CFO and finance leadership shortages are most acute, assess readiness of internal successors, and identify hidden bench strength turning the structural talent gap highlighted in the article into a concrete action plan.
  • Accelerate Talent Deployment: Using data driven insights, HSiQ helps companies quickly identify external and interim finance leaders who match evolving CFO role requirements, including PE experience, digital fluency, and strategic capabilities.
  • Future Proof the Finance Function: Beyond the C-suite, HSiQ enables workforce planning for the broader finance team, spotting skills deficits in analytics, automation, and risk management to reduce burnout, attrition, and bottlenecks.

For more information on how HSiQ can help your business succeed, please contact us today.

Private Equity Is Fueling Demand

The private equity market has added another layer of pressure. Bain & Company reports that PE deal activity reached record levels in recent years, and the trend shows little sign of slowing.

CFOs operating in PE-backed environments are expected to manage complex transactions, oversee rapid scaling, and navigate high-stakes exits — capabilities that require deep M&A experience and financial sophistication.

“Private equity has raised expectations for CFOs across the board,” Mr. Cummings said. “Those skill sets don’t appear overnight, and the supply simply hasn’t caught up.”

As a result, CFOs have become among the most sought-after executives in the market. McKinsey notes that the average time required to fill a CFO role is increasing, prompting companies to explore alternative solutions.

The Finance Function Feels the Strain

The talent gap extends well beyond the CFO role itself. Shortages across the broader finance function are placing mounting pressure on existing teams, and that is slowing financial reporting, forecasting, and planning efforts.

McKinsey’s research on the future of work in finance indicates that automation and AI have fundamentally shifted the skill sets required.

Demand is rising for finance professionals who can leverage data analytics and automation tools, but many organizations struggle to find talent with those capabilities, says ZRG.

“As expectations expand and teams remain understaffed, burnout becomes inevitable,” said Mr. Cummings. “That compounds the problem by increasing attrition at precisely the wrong time.”

How Companies Are Responding

While the CFO talent gap presents clear challenges, ZRG notes that companies are taking proactive steps to mitigate the impact.

Related: What are Boards Doing Differently for Better Executive Appointments in 2026?

Interim CFOs are emerging as a flexible solution for organizations that need immediate financial leadership. According to CFO.com, demand for interim CFOs has increased by more than 100 percent year over year as companies manage transitions while continuing searches for permanent leadership.

Developing internal talent pipelines is also gaining traction. By investing in upskilling mid-level finance professionals, organizations are creating more sustainable paths to future CFO readiness.

“Companies that treat finance leadership development as a long-term investment are putting themselves in a stronger position,” Mr. Cummings said.

Compensation strategies are evolving as well. Bain & Company notes that beyond salary, options like flexible working arrangements, equity participation, and wellness programs are increasingly critical components of the modern CFO value proposition.

Technology investment is another lever. Automating routine finance tasks can relieve pressure on teams and attract tech-savvy finance professionals who want to work with advanced tools rather than manual processes.

What is the Future Outlook for a CFO?

The CFO shortage is expected to persist into 2026 and beyond, with McKinsey forecasting that demand for financial leadership will continue to outstrip supply. Companies are likely to rely more heavily on interim and fractional CFOs, alongside aggressive internal development strategies, to navigate the gap.

“Organizations that invest early — in people, technology, and flexibility — will be the ones that stabilize and compete most effectively,” Mr. Cummings said. “Those that wait will find the CFO shortage turning into a material business risk.”

Reprinted from with permission from ExitUp!

Contributed by Scott A. Scanlon, Co-CEO, Leo Cummings, Editor-in-Chief, ExitUp

https://huntscanlon.com/the-cfo-talent-shortage-is-reaching-a-breaking-point