BOTTOM LINE UPFRONT
The private equity pause isn’t a standstill; it’s a strategic window. As deal activity slows and hold periods extend, forward-looking CFOs are using the downtime to build exit advantage. Accordion’s latest analysis shows that while most CFOs wait for markets to turn, the best are modernizing finance operations now – converting idle time into valuation upside so that when dealmaking resumes, their companies are ready to win.
2025 was supposed to be the year PE put deals in play. We had all the right conditions: a record amount of dry powder, a backlog of assets needing to be sold, and a past-patient group of LPs ready for returns. But then disruptions hit — rates spiked, wars flared, tariff turbulence rose, and geopolitical risk rippled across markets. Sponsors pressed pause on deals. For portfolio companies, that pause means longer-than-expected hold periods. But for the right CFOs, it also means an opportunity.
Strategic CFOs aren’t waiting for the market to turn, they’re using the downtime to build exit advantage. Because when dealmaking resumes (and it will), the companies that have modernized their finance and operations technology will command faster diligence, cleaner data and higher multiples.
A recent survey conducted by our firm showed 82 percent of sponsors said longer holds should be used to optimize for deals at exit, but only 38 percent of CFOs actually change their approach when timelines extend. In other words: most CFOs are treating this pause as a waiting period, not an advantage.
So, what should a PE-backed CFO do with that downtime? Turn it into a tech sprint, by following this five-step playbook to strengthen reporting, accelerate insight, and tech-enable the path to a better exit.
1. Squeeze the juice out of your existing systems
The biggest problem often isn’t the tech you have, it’s how you’re using it.
You’ve likely already implemented CRM, ERP, and FP&A platforms like Salesforce, NetSuite, Workday, OneStream or Oracle EPM. But your finance team might still be bypassing them with manual Excel workarounds and disconnected data pulls (the very processes that slow diligence and erode confidence when it’s time to sell).
Take stock of utilization: How much of monthly reporting is still Excel-based? How fast is the close process? Is your team operating within your ERP or around it? Is your CRM effectively integrated with ERP?
Answering these questions builds a roadmap for optimizing what you already own, driving efficiency, visibility, and deal readiness without the heavy lift of a full tech overhaul.
2. Sync every system and break down data silos
Even best-in-class tech can’t deliver maximum value if it stands alone. System disconnection is one of the biggest diligence bottlenecks: sponsors see it, buyers see it, and valuation suffers because of it.
Integrate your core systems, (CPM, CRM, ERP, payroll, revenue cycle management), so data flows seamlessly across functions. Integration improves data quality, reduces manual re-entry, and allows Finance to operate as the single source of truth investors expect.
For example: when AP must manually key invoices that later get re-entered into the GL, not only does efficiency drop, but diligence teams spot risk. Connected systems eliminate redundancy and errors, and the ROI shows up both in productivity today and in buyer confidence later.
3. Fill the gaps with purpose-built bolt-ons
Need speed without disruption? Bolt-on tools like FloQast, Ramp, or Bill.com plug directly into existing ERPs and CRMs, closing functional gaps fast.
While large implementations can take months or years, bolt-ons address targeted pain points, (a slow close, unreliable forecasting, disorganized data), in weeks. And when deal activity resumes, these smaller wins translate into better data integrity and process maturity under diligence pressure.
Think of bolt-ons as readiness accelerators: quick lifts that turn operational improvements into valuation advantages.
4. Model the future, not the past
Historical reporting tells you what happened. Predictive modeling tells you what’s next — and that’s what sponsors (and buyers) pay for.
Your ERP and CPM systems already house rich data: customer trends, expense patterns, and cash flow behaviors that can power forward-looking models. Use them to forecast and scenario-plan across high-impact areas like liquidity, revenue, and working capital.
Predictive insights not only improve internal decisions; they elevate the sophistication of your exit narrative. When buyers see dynamic modeling and data-driven visibility, they see a company that’s ready for scale.
5. Unlock embedded AI one step at a time
The pace of AI adoption in finance has lagged sponsor expectations. Many CFOs simply don’t know where to start.
Start small. Many of your existing platforms (NetSuite, Salesforce) and bolt-ons (FloQast, CashAnalytics) already include embedded AI and machine learning capabilities. Identify the workflows where manual effort still dominates, (reconciliations, forecast adjustments, cash reminders), and use AI to streamline them.
For instance: if your historical data shows that a customer typically pays on Tuesdays, agentic AI can automate Monday reminders, freeing your team for higher-value work. These incremental steps build confidence, generate ROI quickly, and create an intelligent finance function that scales with future growth and future buyers.
The bottom line: every tech sprint is a deal sprint
Even if deal activity is paused, value creation shouldn’t be. The CFOs who use this window to tech-enable their finance and operations functions won’t just be ready when the market reopens, they’ll be first in line to close.