A resume can tell you a candidate was CFO of a $200M private equity-backed manufacturer and that the business sold. It cannot tell you the three things that decide whether they are right for your search.
Did they build the reporting infrastructure, or inherit it? A CFO who arrived after the close discipline, the consolidation process and the board pack already existed has a different first year ahead of them than one who built those from a spreadsheet and a part-time controller.
Did they own the sponsor relationship, or were they managed through it? Direct accountability to an investment committee changes how a finance leader forecasts, how they escalate, and how they behave in the quarter where the number is going to miss.
Was the exit a process they ran, or a process that happened around them? Quality-of-earnings readiness, data-room discipline and a forecast that survives diligence are built over eighteen months. Being present for a sale is not the same as having been diligenced.
None of those three distinctions are visible at the resume-screen stage. All three change what the first twelve months require. A CFO search that does not resolve them before outreach begins is a search that will present credible people who are wrong for the mandate.