One of the biggest shocks for new CFOs in startups and scaleups is not the workload, the pressure, or even the pace.

It’s being hired to “fix finance” without anyone agreeing what that actually involves.

You’re hired as “the CFO”, but within weeks you realise that nobody has clearly articulated what success in the role actually looks like. The founder wants strategy. The board wants confidence. The team wants decisions. And somehow, you’re also expected to fix reporting, cashflow, systems, forecasting, fundraising prep, and whatever else is on fire that week.

This is not a capability problem. It’s a role definition problem.

And if you don’t address it early, it will quietly undermine everything you do.

Why This Happens So Often in Startups

Most founders have never worked with a CFO before.  

They know they need “senior finance”. They feel the business has outgrown the current setup. They might be stressed about cash, investors, or decision-making. So they hire a CFO expecting relief.  And when they don't get relief within 2 weeks they blame you.

What they don’t usually do is stop and define:

• What decisions the CFO owns
• What the CFO influences vs executes
• What good looks like in the first 3, 6, or 12 months
• How success will be measured

Instead, expectations remain vague and constantly shifting.

From the CFO side, this is where things get dangerous. Many new CFOs assume that the above will come with time. Or they default to fixing everything they can see, hoping that value will be recognised.

That approach almost always backfires.

The Hidden Cost of Unclear Expectations

When the role is undefined, a few things happen very quickly.

First, you get pulled into execution.

You start doing work that feels safe. Reporting. Cleaning up data. Rebuilding models. Fixing processes. All important, but not necessarily what the business hired you for.

Second, you struggle to prioritise.

Everything feels urgent because nothing has been clearly agreed as most important. You end up reacting instead of leading.

Third, your credibility stalls.

Founders may say they want strategy, but if you’re buried in delivery, they still see you as operational clarity, not leadership judgement.

And finally, confidence takes a hit.

You start questioning whether you’re doing the right things, even when you’re working flat out.

This is how strong finance leaders end up frustrated six months into a role, wondering why it feels harder than it should.

Why “Just Add Value” Is Terrible Advice

New CFOs are often told to “just add value early”.

The problem is that value is subjective unless it’s defined.  To a founder, value might mean:

• Better visibility on cash
• Fewer surprises
• Faster answers

To a board member, value might mean:

• Confidence in numbers
• Clear risk articulation
• Credible forecasting

To the team, value might mean:

• Decisions being made
• Less chaos
• Clear priorities

If you don’t align on this upfront, you will almost certainly deliver the wrong kind of value to the wrong audience.

What You Should Do Instead (Early and Explicitly)

A strong CFO does not wait for the role to be understood by everyone. They create it.

Here’s how.

1. Define the outcomes, not the tasks

Instead of asking “what do you want me to do?”, ask:

1. What should be different in 90 days?
2. What would make you feel more confident about the business?
3. Where do you feel most exposed right now?

These questions surface expectations far faster than a job description ever will.

2. Separate strategic ownership from operational delivery

Be explicit about:

• What you will personally own
• What you will oversee
• What will sit with the team or external support

Founders often expect CFOs to do everything unless told otherwise. Clarifying this is not avoidance. It’s leadership.

3. Agree what success looks like in phases

A CFO role evolves. Make that visible.

For example:

• First 90 days: stabilisation and clarity
• Next 6 months: improved forecasting and decision support
• Next 12 months: strategic input, fundraising readiness, team development

This sets realistic expectations and protects you from being judged too early on the wrong criteria.

The Conversation Most CFOs Avoid (But Shouldn’t)

Many CFOs avoid explicitly resetting expectations because they don’t want to seem difficult, political, or insecure.

In reality, the opposite is true.

The CFOs who earn trust fastest are the ones who can say:
“This is how I see the role.”
“This is where I’ll add the most value.”
“This is what I need from you for this to work.”

That conversation is not confrontational. 

And it usually comes as a relief to founders who are overwhelmed themselves.

A Simple Test for Role Clarity

Ask yourself this:

If your founder was asked tomorrow, “Why did we hire this CFO?”, would their answer match how you’re spending your time?

If not, that’s your signal.

Unclear expectations don’t fix themselves. They compound.

Most new CFOs don’t struggle because they lack skill. They struggle because they step into undefined roles and try to succeed without a shared definition of success.

If you’re starting a new CFO or senior finance role, your first leadership job is not fixing the numbers.

It’s defining the role.

Get that right, and everything else becomes easier.

Want to become a confident, strategic finance leader in a startup within the next 12 months? 

Here’s your plan:

1. Subscribe to my YouTube channel and Newsletter for weekly practical tips and real talk about startup finance leadership.
2. Read my book Financial Leadership Fundamentals to get clear on what’s expected of you and how to show up as a leader.
3. Join the Financial Leadership Fundamentals course to fast-track your growth with structure, support, and strategy that works in the real world.