Office of the CFO

The role of the CFO has broadened from managing traditional reactive accounting and reporting to forward-looking, strategic decision making. Expanded CFO responsibilities are leading to increased adoption of specialized technology solutions to help drive greater efficiency, performance and organizational transformation.

The LLR team has been investing in and supporting the growth of fintech companies for more than 25 years and continues to seek high-growth businesses transforming the Office of the CFO. Companies and intermediaries working in this space should contact Connor Shaw to discuss relevant investment opportunities.

Very little of a CFO’s job is accounting — that’s why we have controllers and staff accountants. In my own career as an operational CFO, I estimate that accounting took up less than 5% of my time.

Jim Murphy, Managing Director of Value Creation at LLR Partners and multi-time CFO

What's Changing in the Office of the CFO

Evolving Role of the CFO

The role of the CFO has evolved significantly from reactive accounting and reporting toward proactive strategic decision making across the entire enterprise.

Demand for Digital Solutions

There is a mismatch between finance activities that currently utilize digital solutions and those where digital solutions would add the most value (e.g. Revenue and Cashflow Forecasting).

Adoption of Specialist Point Solutions

Legacy ERPs cover core accounting functions but are limited across other key OCFO functions, driving increased adoption of specialist solutions to supplement ERP capabilities.

Large Addressable Market

Office of the CFO subsectors including Accounting & Reporting, Billing, Expense Management, FP&A, and Budgeting, Payroll and Treasury represent a $100B TAM.1

A Large and Growing OCFO Market

total addressable market
of CFOs' time spent on strategic initiatives rather than traditional finance

Industry GrowthBits

See You There?

September 26, 2023
Jefferies OCFO Conference
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October 27, 2024
Money 20/20
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November 6, 2024
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Meet the LLR Team


  1. John Guido, Doug Hurst. “C-Suite Solutions: Today’s Automated and Efficient Office,” AGC Partners, https://www.agcpartners.com/insights/c-suite-solutions-todays-automated-and-efficient-office
  2. “Office of the CFO Q2-22 Sub-Sector Review,” Guggenheim, 2022.

The information presented herein is intended for an audience of potential LLR portfolio companies and the intermediaries supporting their capital raise processes. Named LLR investments presented herein do not reflect a complete list of LLR investments and are provided for informational purposes only. Certain statements about LLR made by portfolio company executives and other quoted parties herein are intended to illustrate the work of LLR’s Value Creation Team with such portfolio companies or reflect the individual’s perspective on the featured industry sector. Such portfolio companies are controlled by investment vehicles managed by LLR. Quoted parties were not compensated in connection with their participation, although they generally receive compensation and investment opportunities in connection with their portfolio company or Senior Operating Advisor roles, and in certain cases are also owners of portfolio company securities and/or investors in LLR-sponsored vehicles. Such compensation and investments subject participants to potential conflicts of interest in making the statements herein.