As family businesses grow older and larger, they increasingly rely on the integration of non-family managers into the company. In many cases, the position of Chief Financial Officer (CFO) is the management role for which family businesses first hire external managers. Martin R. W. Hiebl therefore analyzes the design of the role of the non-family CFO in large family businesses in this empirical study. The author presents specific requirements and characteristics of the role design for the external manager CFO in family businesses. Based on the empirical findings, success factors for the collaboration between the external manager CFO and the owning family are derived, which significantly influence the successful integration of non-family CFOs into a family business.