What do I do when my own CFO is sabotaging me with clients?

Replace him, after one direct conversation. Kris Kluver, in The Dysfunctional Family Office, captures this exact moment for Gail Mitchell. Six months into her CEO role, a major client called to say they wouldn't renew an $8.2 million contract. The reason wasn't performance. The new procurement director wasn't convinced Gail was actually in charge, partly because Brett, Gail's own CFO, had told her Gail was new and pretty green and not worth babysitting through a transition. Brett wasn't just resistant. He was actively sabotaging her with clients. Gail had been trying to win Brett over instead of replacing him. The realization changed everything. The fix in this situation is to stop trying to convert the saboteur. Have the direct conversation. Make the change. Most new CEOs delay this for too long because the saboteur is a longtime founder relationship. The delay costs more than the change does.