Following in Big Shoes
When I joined Cooper Parry as CFO, I was stepping into big shoes. James Parnell, my predecessor, recently shared his journey from CFO to Chief Acquisitions Officer. A story that perfectly captures the ambition and adaptability that define CP. His experience resonated with me because, in many ways, it mirrors the challenges and opportunities I’ve faced throughout my career.
My Career Journey
I started out as a chartered accountant before moving into Investment Banking. I spent nearly two decades immersed in deals, growth strategies, and market dynamics. During that period, I did also have some time as a CFO role in a PE backed business that I helped scale and eventually sell. All of those experiences taught me the realities of transformation, the pressure points of high-growth environments, and the importance of clarity when everything is moving at speed.
Why CP?
So why CP? Quite simply, the chemistry was right. From my first conversations with Ade, JP, and Phil, I felt a strong alignment. Not just in vision but in values. CP’s culture is collaborative and team-driven, a refreshing contrast to the somewhat transactional nature of M&A. In a fragmented and highly active market, CP stands out as a growth leader. We’re agile, bold, and unapologetically different from the Big 8 firms that often struggle to keep pace.
Inside the PRIVATE EQUITY Deal
That difference was clear during CP’S ground breaking investment partnership with New York-based Lee Equity Partners at the end of 2024. The accounting market was booming, and under the Waterland tender, inbound interest hit unprecedented levels. But for CP, success wasn’t just about speed or valuation. It was about cultural alignment, autonomy for our team, and finding an investor who could add real value. We ran a highly focused, high touch process, narrowing bidders quickly and achieving the fastest end-to-end process of my career. That didn’t happen by accident; it was down to the company’s vision and its market standing almost selling itself.
The Realities of Being PE-Backed
Being PE-backed brings unique challenges. Growth isn’t optional; it’s expected. You’re balancing transformation with continuity. Keeping the plane flying while changing the engines. That means building capability at every level, maintaining alignment with investors, and ensuring growth is meaningful, not just growth for growth’s sake. Strategic clarity and proposition integrity matter more than ever.
The CFO Pressure Cooker
For CFOs, the pressure is intense. External conditions are tough across all sectors; tariffs, discretionary spending shifts, and volatile demand all add complexity. Messaging around the business often becomes as critical as the numbers themselves. In this environment, the role of advisors is pivotal. PE-backed businesses value senior-led engagement, reliable delivery, competitive pricing, and partners who understand the growth journey and can scale alongside them.
Why CP Stands Out
That’s where CP excels. We’re a credible alternative to the Big 4, combining deep specialism with breadth, passion with precision. We don’t just react; we engage strategically. Our relationships are proactive, not transactional. We offer ad hoc advice when needed but stay close enough to anticipate challenges before they arise. For me, that’s what makes CP stand out. Not just as a service provider but as a true partner in growth.
Top Tips for CFOs in PE-Backed Businesses
If you’re a CFO navigating the complexities of a PE-backed environment, here are some lessons I’ve learned along the way:
1. Choose Advisors Wisely
Existing advisors: Look for track record, quality, and consistency. These relationships should feel like an extension of your team.
New advisors: Prioritise proactivity, market insight, and competitor awareness. You need partners who bring ideas to the table, not just respond to requests.
2. Leverage Experience
Work with advisors who understand high-growth companies and have a proven delivery record. A wide scope of services matters. As you scale, your needs will evolve. Strong personal relationships and embedded support are non-negotiable.
3. Understand Market Trends
CFOs today face high pressure in a turbulent financial environment. External conditions – tariffs, discretionary spending, demand shifts – are tough. Messaging around your business can be as critical as the fundamentals. Make sure your narrative is clear and compelling.
4. Build Strategic Clarity
Growth for growth’s sake is a trap. Align with investors on what meaningful growth looks like and ensure your proposition stays intact. Transformation is exciting, but operational continuity is essential. Keep the engines running while you innovate.
5. Partner with People Who Get It
At CP, we understand both industry complexity and the unique pressures of being PE-backed because we’re living it ourselves. Our growth and talent pool enable us to compete with any market player, and that experience gives us a perspective that’s hard to replicate.
Looking Ahead
As CFO, my focus is on helping CP navigate this journey with integrity and ambition. We know what it takes because we’re living it ourselves. That experience gives us a unique perspective and it’s why finance leaders trust us. Whether it’s advising on deals, managing transformation, or simply keeping the status quo, we bring insight that’s grounded in reality.
James’s article captured the spirit of CP’s evolution. My story builds on that. Together, they show why CP isn’t just another firm in the market. We’re shaping what the future of professional services looks like. And for businesses on their own growth journey, that’s a powerful message: we get it because we’ve been there.
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