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Today’s CFOs have moved beyond traditional financial oversight to integrate sustainability into core business strategy. As champions of environmental responsibility, they are tasked with aligning sustainability initiatives with financial goals—ensuring that eco-friendly efforts drive cost savings while generating long-term shareholder value. Six Steps CFOs Can Take to Drive Their Sustainability Agenda Align Sustainability with Financial Objectives The modern CFO is pivotal in integrating sustainability goals with financial strategies, contributing to long-term profitability and shareholder value. Across industries, CFOs are aligning sustainability initiatives with broader economic objectives. For instance, investing in renewable energy and implementing energy-efficient technologies helps mitigate environmental impact and optimizes operational costs. This alignment enhances shareholder value by addressing sustainability challenges while improving financial performance. Enhance Stakeholder Trust In today’s business climate, CFOs are under greater scrutiny from investors, regulators, customers, and employees. They are tasked with establishing and maintaining trust by providing transparent and accurate sustainability reports. By adhering to rigorous reporting standards, CFOs can demonstrate the company’s commitment to environmental conservation, social accountability, and ethical governance. This transparency builds trust and credibility among stakeholders, reinforcing the company’s reputation as a responsible and sustainable entity. Focus on Risk Management and Compliance Sustainability threats, such as climate change, supply chain disruptions, and evolving regulatory requirements, pose significant risks to a company’s financial health. CFOs must recognize, assess, and mitigate these risks to protect financial performance and corporate reputation. Incorporating sustainability metrics into risk management strategies enables CFOs to proactively address emerging challenges and ensure compliance with evolving regulations, helping the company remain resilient and avoid potential financial pitfalls. Drive Performance Improvement CFOs are uniquely positioned to identify opportunities for cost reduction, efficiency gains, and innovation by tracking critical sustainability metrics. Metrics such as energy consumption, carbon emissions, and diversity statistics can guide decision-making. By optimizing resource management, improving product differentiation, and aligning with socially conscious consumer preferences, CFOs can simultaneously enhance brand value and financial performance, proving that sustainability drives long-term success. Facilitate Access to Capital As ESG factors increasingly influence investment decisions, CFOs can attract capital by providing accurate, transparent sustainability disclosures and demonstrating a clear commitment to ESG performance. By focusing on ESG credentials, CFOs can broaden their investor base, reduce borrowing costs, and enhance financial resilience. In this way, CFOs play a crucial role in securing investment, ensuring the company is well-positioned to meet its economic and sustainability goals. Navigate Complex Reporting Standards With the evolving landscape of sustainability reporting standards, CFOs must stay updated on frameworks such as the Global Reporting Initiative (GRI), the Sustainability Accounting Standards Board (SASB), and the IFRS Sustainability Disclosure Standards. Navigating this complex reporting environment requires careful attention to best practices, enabling CFOs to ensure compliance with regulatory demands while promoting transparency and comparability. By mastering these standards, CFOs can strengthen the company’s sustainability reporting and enhance its reputation in the marketplace. By aligning sustainability initiatives with financial objectives, enhancing stakeholder trust, managing risks, and improving operational performance, CFOs are positioning their organizations for long-term success. Their ability to navigate the complexities of sustainability reporting and secure capital based on strong ESG credentials further strengthens the company’s resilience and market position. As sustainability becomes integral to corporate strategy, the CFO’s leadership in integrating financial and environmental goals is essential for fostering a sustainable and profitable future. ...Read more

With the rise in fraudulent activities, implementing strong detection mechanisms has become essential. Effective fraud detection delivers numerous benefits, such as enhanced financial security, regulatory compliance, increased customer trust, cost efficiency, and the protection of economic stability. These advantages underscore the importance of investing in advanced fraud detection technologies and practices. By spotting suspicious activity early, financial institutions can respond quickly to prevent fraudulent transactions and reduce direct financial losses. The proactive approach saves money and prevents the cascading effects of fraud, such as reputational damage and loss of customer confidence. Fraud detection systems are crucial for ensuring regulatory compliance in the financial sector. Governments and regulatory bodies impose strict anti-money laundering (AML) and counter-terrorism financing (CTF) requirements on financial institutions. Robust fraud detection mechanisms enable organizations to identify and report suspicious transactions, ensuring adherence to these regulations. Building and maintaining customer trust is another significant benefit of financial fraud detection. Consumers expect their financial institutions to protect their assets and personal information. Organizations reassure customers that their finances are safe, strengthening relationships and fostering loyalty. Cost savings are a substantial advantage of detecting financial fraud early. Fraudulent activities can lead to extensive legal battles, increased insurance premiums, and operational disruptions that impose high costs on businesses. Fraud detection systems help mitigate these expenses by stopping fraudulent activities before they escalate. The efficiency saves money and allows institutions to allocate resources more effectively. Financial fraud detection contributes significantly to preserving the overall stability of the economy. Widespread fraud can undermine public confidence in financial systems, leading to decreased investment and economic stagnation. Detecting and mitigating fraud helps maintain a stable and secure financial environment, encouraging economic growth and fostering investor confidence. Combating fraud strengthens the global financial system by ensuring transparency and reducing vulnerabilities criminals could exploit. The adoption of advanced technologies in fraud detection brings additional benefits. ML algorithms, for instance, can identify patterns and anomalies that traditional methods might overlook, enabling institutions to stay ahead of sophisticated fraudsters. Real-time monitoring systems allow for immediate action, preventing fraud from progressing and causing further damage. Technological advancements improve detection rates and help financial institutions adapt to emerging threats, ensuring they remain resilient in the face of evolving risks. ...Read more

They call you a control freak … as if that’s a bad thing. But through calling the shots—plus a lot of blood, sweat and tears—you built a $100+ million business. And now you’re ready to grow it to the next level. You don’t need a new boss to make that happen. You just need new capital. Too often though, owners of profitable, growing middle market companies assume there are just two ways to bring in outside capital: lever up with more debt—which may not be available or desirable—or hand control over to a private equity firm. For decades, that assumption was largely correct. But a quiet shift has been building in private equity that gives owners a third option they may never have heard of: non-control equity. Minority-stake, non-control PE investing has expanded sharply over the past several years. From 2023 to 2024, US minority equity transaction value increased approximately 53% and again grew precipitously in 2025. 1 PitchBook touts the shift on its website: “private equity growth deals are outpacing traditional leveraged buyouts, as buyout firms increasingly embrace minority stakes amid historically high borrowing costs.” 2  Dry powder earmarked for growth-equity — the PE strategy built around non-control investing — is estimated at roughly $310 billion in the US alone. 3 Despite the meteoric growth, awareness among business owners has not kept pace. Historically, the preponderance of private equity investments in middle market companies were buyouts or control deals, which is likely why most founders still equate private equity with giving up control of the company they built. As that belief becomes increasingly out of date, understanding the alternative could open a financing option that fits your goals far better than an outright sale or a loan. What Is a Non-Control Equity Investment? A non-control equity investment is a transaction in which an investor — typically a private equity firm or family office — acquires equity in a privately-held company without taking control of it. These ownership stakes generally fall between 25% and 49% of the business. The founders and their management team continue running the company. The investor becomes a financial partner and, often, a source of strategic assistance, but not your new boss. The investor's return comes from the company's growth in value, not from running the business themselves or rolling it up with another portfolio company. That’s different than a traditional buyout, where a PE firm acquires a majority or entire stake, imposes its own governance and financial controls, and frequently makes leadership changes. Why Non-Control Equity Deals Are Becoming More Common It's worth understanding why this shift is happening now, because the “why” informs how the deals get structured and who is offering them. The market for control investments in the middle market has become picked over. Thousands of private equity firms compete for a limited number of quality buyout targets, and the majority of those deals get done through formal auction processes managed by investment banks that may solicit interest from hundreds of potential investors. The competition has driven up deal multiples and made it harder for PE firms to find attractive opportunities through the traditional buyout route. As a result, an increasing number of PE firms have turned toward non-control investments, to deploy capital into good companies with a growth orientation, without battling with their peers in an auction. The upshot: more firms than ever are actively looking to write checks for a minority-stake in companies like yours. Why Might a Non-Control Equity Raise Make Sense for Your Business? There are several common reasons owners pursue non-control equity: •  Growth capital. If you need capital to fund internal growth initiatives, capital expenditures, or acquisitions, a non-control raise can provide it without forcing a full sale of, or giving up a controlling interest in, the company or loading the balance sheet with additional debt. Companies that are positioned to grow but need capital to make it happen—or to make it happen more quickly--are at the top of most private equity investors’ lists for non-control equity investment. •  Shareholder liquidity. Many owners have the bulk of their net worth tied up in a business they've spent decades building, with no easy way to access that value without selling outright. A non-control investment can provide meaningful liquidity for estate planning purposes, or simply to diversify personal wealth outside the company. •  Buying out minority shareholders. If your company has minority shareholders — family members, early investors, or former partners — who want out, this type of capital can finance that buyout. •  De-leveraging. If your business carries meaningful existing debt, non-control equity capital can be used to pay it down. In some cases, this can also allow you to release personal guarantees you may have signed to secure earlier loans. The end game for companies seeking non-control equity capital is similar to that of most private companies: sell to a financial sponsor or strategic buyer in 5-10 years. An infusion of fresh capital into the capable hands of the founder today--when they still have strategic ideas and plenty of gas in the tank—just means the ultimate exit is likely to be more remunerative. What You Give Up, and What You Get in Return It's fair to ask what an institutional investor gets out of a deal where they don't control the company. In exchange for giving up some downside protection (compared to a control position), these investors typically negotiate structured terms — often through preferred securities like convertible preferred or participating preferred stock — that provide them some cushion if things don't go as planned, along with a defined path to eventually exit the investment. In addition to liquidation preferences that may give them priority in a sale or liquidation, they usually seek some degree of operational involvement — a seat on the board, regular reporting, input on major strategic decisions. In return, a non-control investor can bring real value beyond the capital itself: helping with expansion into new markets, identifying and helping execute accretive or strategic acquisitions, professionalizing sales and marketing, opening doors to new customers through their network, and helping integrate AI or other newer technologies that improve margins. For an owner who has taken the business as far as they can with existing resources and relationships, an institutional partner's network and expertise can matter as much as the check itself. What Kind of Companies Are a Fit? Non-control equity investing is generally suited to established, profitable middle market companies rather than early-stage startups. Firms specializing in this type of financing  typically work with businesses with pre-money enterprise values in the $100 million to $500 million range, that want to raise anywhere from $30–40 million on the smaller end up to a "sweet spot" of $50–150 million. Most PE firms have historically made control investments and thus focus on certain specific industry verticals where they have in-house expertise. Common areas of focus include business services, healthcare, consumer products and services, software and tech-enabled services, industrial and manufacturing, and financial services. Real estate, oil and gas, and cryptocurrency are more often excluded, as they typically require a very specific type of investor with underwriting approaches that differ from those that are employed in most middle market non-control equity investments. How the Process Typically Works If you decide to explore this path, the process usually starts with a detailed financial review of your company and a clear articulation of your financing goals — growth, de-leveraging, liquidity, or a minority buyout. From there, a credible advisor will typically arrange an independent desktop valuation from a reputable accounting or valuation firm to make sure expectations between you and prospective investors are realistic from the outset. Next comes preparation of the materials investors will need for diligence: a fully-linked three-statement financial model, a confidential information memorandum, and supporting due diligence materials. An experienced advisor will strongly recommend that you procure a sell-side quality of earnings report, generally prepared by a top 10 accounting firm, which can play an important role in supporting your numbers and strengthening your negotiating position when the time comes. A capital advisor with the requisite expertise can also help structure the financing, including the type of securities offered, such as convertible preferred or participating preferred stock and potentially a debt component, if that is part of the company’s financing plans.   One important distinction is how prospective investors are approached in a middle market sale of non-control equity. Rather than running a broad auction that blasts the opportunity to hundreds of potential buyers, non-control raises are usually handled through a more discreet, targeted process, generally entailing a short list of roughly a dozen prospective investors that have specific expertise in your industry and are aligned with the outcome you're looking for. This more bespoke approach tends to protect confidentiality and is generally a better fit for a transaction where you're choosing a long-term financial partner, not just selling to the highest bidder. The Bottom Line For years, giving up control of your company was widely considered to be your only move for raising equity capital. But that’s no longer the case. If your company needs growth capital, a well-structured non-control equity investment may let you access institutional capital and strategic expertise while keeping your hands firmly on the wheel: Entrepreneurial control freaks, take notice. 1. White & Case “Minority report: Minority stakes spike in US and Europe for sponsors and strategics alike”. https://mergers.whitecase.com/highlights/minority-report-minority-stakes-spike-in-us-and-europe-for-sponsors-and-strategics-alike#! 2. PitchBook, "Growth Equity" research topic page. https://pitchbook.com/tag/growth-equity 3.CT Acquisitions, "Growth Equity vs Private Equity: Key Differences Explained in 2026," (citing PitchBook's 2025 Annual US PE Breakdown).  https://ctacquisitions.com/growth-equity-vs-private-equity/ About the Author: David Schachter is President of Reedland Capital Partners, a boutique investment banking firm founded in 1997. Reedland is focused on structuring and arranging institutional debt and equity financings from $20 - $200+million for middle market and emerging growth companies. Its work spans acquisitions, growth capital, dividend recaps, buyout of minority shareholders, de-leveraging existing debt, and debt refinancings.  ...Read more

As the volume of available data grows and businesses strive to harness its value, Financial Planning and Analysis (FP&A) is becoming increasingly vital—yet challenges persist. One major issue is decision-makers’ lack of confidence in the data underlying their analytical tools. So, why is financial forecasting such a complex task? Often, outdated planning technologies and fragmented processes prevent FP&A from fully integrating data from operational areas. Notably, spreadsheets remain the most commonly used tool outside of finance. While finance teams typically rely on specialized planning software, operational planning still heavily depends on spreadsheets. Despite numerous technological advances, the reliance on spreadsheets has changed little over time. Major Challenges in Financial Planning and Analysis Disconnected Systems and Processes: Integrating the several planning procedures has significant advantages. However, it might be difficult to incorporate plans from various departments inside the company, particularly if you are working with several disjointed spreadsheets. The transition from spreadsheets to cloud-based technologies facilitates the integration of financial planning and analysis with other business domains. Lack of Business Insights: Most CFOs nowadays frequently struggle with the low quality of readily available data and their incapacity to convert their business data into crucial insights. Spreadsheets are shared with a wide range of individuals and groups, and over time, copies may arise that change from the original, making modeling challenging and unreliable. Searching for and compiling all the required data is a laborious, manual, and error-prone task without a single source of truth. Spreadsheets cannot support many computations and macros, so your expanding business may not have access to trustworthy models and predictions needed to create accurate budgets and forecasts. Senior management can't delve deeply into company data and obtain useful decision-making insights. Manual Tasks Take Too Much Time: Account reconciliation and financial close are two manual processes that finance professionals spend far too much time on. Even now, many finance departments still have trouble reducing their cycle time to half what it once was. FP&A and other strategic responsibilities are essential to producing timely and useful insights. But rather than evaluating data, finance teams waste much time organizing and classifying it. Inaccurate Budgeting and Forecasting: Cloud-based financial forecasting tools are highly useful for data collection and analysis, scenario planning, technique analysis, and possible result analysis. However, good financial forecasting requires more than just getting the right answer. The forecasts are typically off because the unreliable economic systems must be changed. Consistency in systems and processes is often lacking, which makes it difficult to make successful decisions. These are some of the top challenges in financial planning and analysis. Lack of real-time information and lack and collaboration also come under these challenges. ...Read more