As CFOs are becoming increasingly important in crafting and executing corporate strategy (Datta & Iskandar-Datta, 2014), management research has started to examine the drivers of CFO compensation (Datta & Iskandar-Datta, 2014; Gore et al., 2011). For example, Datta and Iskandar-Datta (2014) find that CFOs’ background characteristics (generalists versus specialists) are related to their compensation levels. Although CFOs’ compensation is typically determined by boards’ compensation committees, CEOs can also influence CFOs’ compensation. CEOs, who typically serve on their firms’ boards, can make CFO compensation recommendations to compensation committees. In addition, CEOs, as CFOs’ direct superior, evaluate CFOs’ performance, and such evaluations can serve as a significant input to compensation committees’ decisions on CFO pay. As evidence to show CEOs’ influence on CFO compensation, Gore et al. (2011) find that CFOs’ compensation structures are associated with CEOs’ functional backgrounds.