The market for finance leaders is more competitive than ever. Beyond base salary, candidates are weighing career trajectory, flexibility, and perks that support work-life balance. In this installment of our finance leadership series, Rebecca Paquette shares insights on what today’s CFOs and senior finance professionals value most and how organizations can stay competitive.

Q: Rebecca, how has CFO and senior finance compensation changed over the past 12–18 months?

Rebecca: Overall, we’ve seen notable growth in compensation for top finance leaders. Base salaries have increased, particularly for CFOs and finance executives in industries experiencing strong growth or strategic transformation. Equity packages and performance-based incentives are also more commonly used to attract and retain high-caliber candidates. The trend is toward total compensation packages that combine competitive pay with meaningful upside tied to business performance. 

We are also seeing a growing premium for CFOs who operate as strategic partners to the CEO, particularly those who can lead systems modernization, data-driven decision-making, and cross-functional business planning. In mission-driven sectors such as healthcare and nonprofits, organizations are increasingly adjusting compensation upward to remain competitive with private-sector opportunities for top finance talent.

Q: What perks or benefits matter most to candidates now beyond base salary?

Rebecca: Candidates are increasingly looking beyond salary to perks that affect their quality of life and professional development. Remote or hybrid work options are extremely important, as is flexibility in schedules. Professional development support, including mentoring programs, executive coaching, and access to industry conferences, is also highly valued. Other differentiators include wellness programs, generous PTO, and family-friendly policies, things that show the company cares about the individual, not just the role. 

Senior finance leaders are also placing greater importance on having direct access to executive leadership and the board, as well as the opportunity to contribute to broader business strategy rather than operating solely within the finance function.

Q: Are you seeing candidates more motivated by compensation, career trajectory, work-life balance, or something else?

Rebecca: It depends on the individual, but the pattern is clear: top candidates are motivated by a combination of factors. Career trajectory and impact within the organization often outweigh incremental salary gains. That said, if compensation doesn’t reflect market expectations, candidates will quickly move on. Work-life balance and flexibility have become non-negotiable for many, particularly for executives juggling demanding roles with personal responsibilities. 

We’re also seeing candidates place greater emphasis on organizational stability, leadership alignment, and the strength of the executive team. Many executives are carefully evaluating whether the CEO and board are aligned on strategy and whether the environment will allow them to be successful long term.

Q: What should companies be prepared to offer if they want to secure top-tier finance leadership?

Rebecca: Companies need to be strategic and transparent. A competitive base salary is just the starting point. Total rewards should include performance incentives, equity, and benefits that support flexibility and professional growth. Equally important is clearly communicating the role’s scope, growth potential, and impact on the business. Top candidates want to know they’re joining a company where their leadership will be valued and where they can make a difference. 

Organizations also need to move decisively during the hiring process. Strong CFO candidates are often engaged in multiple conversations, so companies that communicate clearly, demonstrate alignment among leadership, and move efficiently through interviews are far more successful in securing top talent.