The PER Breakfast Panel bringing together CFOs, COOs and FDs
They shared valuable insights into how today’s CFOs and COOs are navigating an increasingly complex landscape and what it takes to lead with credibility, resilience, and strategic impact.
The evolving roles of CFOs
and COOs
Each panellist reflected on how their role has moved beyond traditional finance and operations into broader strategic leadership. Responsibilities now include overseeing areas such as HR, legal, technology, and culture, as well as taking on significant external representation across multiple regions.
The takeaway: CFOs and COOs are no longer back-office guardians; they are front-line leaders driving scalability, institutional resilience, and long-term value.
The takeaway: CFOs and COOs are no longer back-office guardians; they are front-line leaders driving scalability, institutional resilience, and long-term value.
Crisis management
From the 2008 global financial crisis to COVID and today’s geopolitical shocks, moments of crisis have proven to be the ultimate test of leadership. Experiences have included the ‘blind terror’ of navigating the unknown during the GFC, when there’s no manual, just judgement and resilience.
What distinguishes strong CFOs and COOs is their ability to stay calm under pressure, lead with clarity, and keep communication steady. In these moments, they become the emotional ballast of the firm, providing direction, confidence, and a sense of control when it matters most.
What distinguishes strong CFOs and COOs is their ability to stay calm under pressure, lead with clarity, and keep communication steady. In these moments, they become the emotional ballast of the firm, providing direction, confidence, and a sense of control when it matters most.
Building strategic credibility
Building credibility relies on transparency, consistency, and being seen as a problem solver across functions and borders. Representing the firm in front of global clients, trust is built day by day, both inside and outside the organisation.
Driving change requires care and credibility, particularly within established or legacy cultures. Push too hard, and resistance grows; move thoughtfully, and people come with you. Today’s finance leaders must balance technical competence with emotional intelligence to build the trust needed to lead effectively.
Driving change requires care and credibility, particularly within established or legacy cultures. Push too hard, and resistance grows; move thoughtfully, and people come with you. Today’s finance leaders must balance technical competence with emotional intelligence to build the trust needed to lead effectively.
Fundraising & structuring
in a complex world
Finance and operations leaders are playing an increasingly strategic role in areas such as fundraising, tax, and deal structuring. This includes deeper involvement in investor-facing conversations, navigating the regulatory complexity of international carry structures, and ensuring alignment with LP expectations.
As fund models become more global and tailored, the ability to manage and anticipate complexity is becoming a key differentiator for CFOs and COOs, reinforcing their role as essential strategic partners.
As fund models become more global and tailored, the ability to manage and anticipate complexity is becoming a key differentiator for CFOs and COOs, reinforcing their role as essential strategic partners.
From talent to leadership
The session closed with a thoughtful discussion on developing future finance leaders. Emphasis was placed on giving people room to grow through real-world exposure and meaningful responsibility, along with the need for clear career paths and transparent progression frameworks, especially as firms scale and expectations rise. Long-term success was seen as dependent on investing in people early and consistently.
While carry remains a key incentive, today’s emerging talent increasingly values competitive base compensation, flexibility, and a culture where they feel heard and supported. The consensus: strong teams are built through transparency, trust, and ongoing dialogue, not just incentives.
While carry remains a key incentive, today’s emerging talent increasingly values competitive base compensation, flexibility, and a culture where they feel heard and supported. The consensus: strong teams are built through transparency, trust, and ongoing dialogue, not just incentives.
Final thoughts
The conversation reinforced a shared truth: today’s CFOs and COOs are strategic integrators, cultural anchors and change leaders. As private markets grow in complexity and ambition, the operational C-suite has never been more critical to long-term success.
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