Focus on becoming a DAF: skills, background and realities of the rôle

Updated March 2026 - The DAF (administrative and financial director) is one of the most strategic profiles in a company. Performance driver, cash guarantor and partner of general management, his rôle continues to expand.

See also: Accounting consultant, Head of accounting mission and Digitalization of the finance function.

The DAF is responsible for all administrative and financial functions of a company. He supervises accounting, treasury, management control, reporting, banking relations and often human resources and legal matters in mid-sized structures.

In 2026, the position is evolving rapidly. The digitalization of tools, mandatory electronic invoicing, new ESG standards and the desire of managers to have real-time data are transforming the daily life of the CFO. He is no longer just a senior accountant: he is a true co-pilot of growth.

According to the job descriptions from APEC and France Travail, the main missions of the DAF cover several areas:

Financial and budgetary management#

• Development and monitoring of annual budgets;
• Construction of cash flow and forecast plans;
• Analysis of gaps and implementation of corrective actions;
• Preparation of management dashboards.

Treasury and banking relationships#

• Daily management of financial flows;
• Negotiation of credit lines and overdrafts;
• Monitoring of WCR (working capital requirements);
• Optimization of the investment of cash surpluses.

Internal control and compliance#

• Implementation of accounting and financial procedures;
• Tax, social and regulatory monitoring;
• Coordination with the auditor;
• Preparation of audits and financing files.

Administrative supervision#

In many SMEs and ETIs, the CFO also supervises HR, legal, IT functions and sometimes purchasing. This versatility is particularly appreciated in structures with 50 to 500 employees.

Hayot Expertise Advice: a good CFO does not just explain the past. It helps the company decide on the future: cash, margins, investments, financing, risks.

The ideal profile combines solid technical know-how and marked human qualities.

Technical skills (hard skills)#

• Mastery of financial analysis and reading of accounting statements;
• In-depth knowledge of company law, tax law and social law;
• Ability to build financial models and business plans;
• Familiarity with ERP and management tools (Sage, Cegid, Pennylane, Power BI, Tableau);
• Understanding of cyber security and data protection issues (GDPR).

Behavioral skills (soft skills)#

• Ability to synthesize and popularize with non-financials;
• Rigor and sense of organization;
• Business vision and strategic mind;
• Leadership and ability to manage multidisciplinary teams;
• Change management, particularly in digitalization projects.

ONISEP also underlines that the CFO must know how to "translate financial issues into operational decisions". This ability to bridge the gap between finance and the field is what distinguishes a good CFO from an excellent CFO.

There is no single path to the CFO position. The routes are varied, but certain profiles recur frequently.

The most popular training courses#

• Business school diploma with finance specialization;
• Master's degree in corporate finance, management control or accounting;
• Accounting diploma (DEC) for profiles from the firm;
• MBA finance or executive MBA for profiles undergoing retraining or development.

Typical professional experiences#

• External audit (Big Four or regional firms): 3 to 7 years before a company transition;
• Accounting expertise: excellent school of rigor and versatility, ideal for SMEs;
• Management control: analytical profile which naturally evolves towards global management;
• Corporate finance (investment banking, corporate finance): profile oriented to transactions and strategy;
• Accounting department: internal progression, often in structural groups.

On average, you need 8 to 15 years of experience before accessing a DAF position in an SME. In large groups, the journey is often longer and involves intermediate positions of accounting director or management control manager.

The rémunération of a DAF varies considerably depending on the size of the company, the sector of activity and the geographical location.

The DAF profession is undergoing a profound transformation. Several underlying trends are reshaping the perimeter of the position.

The DAF, pilot of data finance#

**With the generalization of cloud tools, accounting automation and artificial intelligence, the CFO spends more and more time on strategic analysis and less on pure accounting production. Repetitive tasks (entry, reconciliations, lettering) are automated, freeing up time for management.

The conductor of digitalization#

Mandatory electronic invoicing (deadline 2026-2027), the dematerialization of expense reports and the implementation of real-time dashboards place the DAF at the center of digital transformation projects. He must know how to choose the right tools, integrate them and train the teams.

The preferred contact for banks and investors#

In a context of still high interest rates and tightening credit conditions, the DAF is on the front line to negotiate financing, convince investors and present solid applications. Its ability to communicate about the financial health of the company is decisive.

The partner of managers on performance and risks#

The modern DAF anticipates instead of observing. He alerts on cash flow derivatives, proposes growth scenarios, assesses operational and tax risks, and actively participates in strategic decisions.

**To learn more about this development, see our article on Digitalization of the finance function.

Not all companies have the means or the need for a full-time DAF. Using a DAF outsources is a solution that is increasingly popular with growing startups and SMEs.

When to recruit an internal DAF?#

• Workforce greater than 100-150 employees;
• Turnover greater than 10-15 million euros;
• Need for daily and complex financial management;
• Fundraising, acquisition or sale projects.

When to opt for an outsourced DAF?#

• Startup or SME with 10 to 100 employees;
• Need for occasional or partial expertise (2 to 5 days per month);
• Financial structuring project before recruitment;
• Willingness to benefit from an external and objective perspective.

Hayot Expertise Advice: many SMEs benefit from starting with an outsourced CFO to structure their finance function before taking the step of full-time recruitment.

CTA: Structure a DAF function adapted to your company size

Becoming CFO requires technical, managerial and business progression. In 2026, the function is more central than ever to link accounting, finance, management and transformation. The CFO is no longer a simple producer of figures: he is an architect of performance, an anticipator of risks and a co-pilot of growth.

Whether you are a professional considering this path or an executive looking to structure your finance function, understanding the realities of the rôle is the first step toward an informed decision.

(Official sources: APEC, France Travail, ONISEP)