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US mergers and the narrowing strategic choices for UK law firms

US law mergers
US law mergers

The last two years have clarified something many UK law-firm leaders have privately suspected for some time: the centre of gravity in global legal services has decisively shifted west.

The merger that made this impossible to ignore was A&O Shearman; not simply because of its scale, but because of what it represents strategically. This was not a defensive tie-up, nor a regional expansion play. It was a recognition that the economics, client demand and competitive intensity of the modern legal market are increasingly set by the US, and that UK firms acting alone are structurally disadvantaged in that environment.

A&O Shearman has effectively become the reference point: a UK heritage firm choosing to hard-wire US strength into its core rather than compete from the outside.

From aspiration to inevitability: the US question

For years, UK firms pursued internationalisation through office openings, best-friend networks and selective lateral hiring in New York. Those strategies now look insufficient. US firms have continued to pull away on private equity penetration, partner profitability, litigation firepower and balance-sheet resilience - all while clients increasingly expect seamless transatlantic delivery. That context explains why recent and proposed combinations share a common feature: a US anchor.

The planned combination between Winston & Strawn and Taylor Wessing, trading as Winston Taylor, is illustrative. It is not about geographic coverage for its own sake; it is about marrying US litigation and disputes heft with a strong UK and European commercial platform. The logic is straightforward: high-stakes disputes and investigations are US-led growth engines, and UK firms need meaningful access to them.

Similarly, the proposed merger between Hogan Lovells and Cadwalader underlines how scale and US capital-markets credibility are becoming prerequisites rather than differentiators. If completed, it would lock in deep Wall Street capability alongside a global regulatory and transactional platform. The announced intent between Perkins Coie and Ashurst follows the same pattern. This is not a UK firm “adding” a US office; it is a structural combination designed to rebalance revenue mix, sector exposure and client access in favour of US-driven growth areas such as technology, energy transition and complex disputes.

Why UK-to-UK mergers no longer move the needle

What’s striking is not just the deals that are happening, but the ones that aren’t. Large UK-only mergers have largely disappeared from serious strategic discussion. Combining two UK firms may create domestic scale, but it rarely solves the underlying challenges: limited US revenue, shallow private-equity relationships, or the ability to pay and retain elite talent in New York and Washington.

In that sense, consolidation among UK firms increasingly feels cosmetic. It rearranges market share at home without materially improving competitive positioning abroad.

By contrast, a credible US merger offers:

  • immediate access to US-led clients and mandates
  • stronger litigation and investigations capability
  • higher revenue ceilings and partner earning potential
  • greater relevance to global GCs rationalising panel relationships

A word on timing

What’s changed most in the last two years is not appetite, but optionality. Five years ago, a US merger was one of several strategic routes open to UK firms. Today, for many, it is the only route that materially alters trajectory.

The firms moving now are doing so from positions of relative strength: choosing partners, shaping governance and setting the narrative. Those that wait risk negotiating from necessity rather than strategy; and in consolidation cycles, timing often matters as much as ambition.

A&O Shearman may ultimately be remembered less as the biggest merger of its era, and more as the moment when the market quietly accepted that the future of elite UK law firms is increasingly inseparable from the US.

Recruitment is where this strategy becomes real

If mergers are the headline, recruitment is the proof. At the top end of the market, partner and senior associate expectations are increasingly shaped by US compensation bands, faster progression, deeper benches and clearer sector focus. Firms with meaningful US integration are simply better placed to compete for that talent, both offensively and defensively.

For UK firms without a credible US story, recruitment friction is becoming more visible:

  • high-performing partners question long-term earnings ceilings
  • associates compare transatlantic exit options earlier in their careers
  • and lateral conversations increasingly start with one question: “What’s the US angle?”

Conversely, firms pursuing US mergers are not just buying scale, they are resetting their talent proposition. Access to US workstreams, cross-border origination credit and globally competitive remuneration frameworks changes who will listen, who will move and who will stay. In that sense, recruitment may be the clearest signal of where this market is heading. The firms that solve the US question structurally will continue to attract disproportionate talent; those that don’t may find the war for people is lost long before the war for clients even begins.

get in touch

If you need help to hire legal professionals for your firm, or seek your next legal career move, please get in touch with Chris Excell, Head of Legal Recruitment on chrisexcell@srmrecruitment.com or call +44 (0)7946 142731

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Finance success stories: Finance Shared-Service Centre

finance case study
finance case study

Dedication, efficiency, professionalism and results that exceed expectations.

The challenge:

A prominent global consultancy firm embarked on a major transformation of its finance function. With finance professionals operating across 11 countries, the organisation sought to improve operational efficiency and streamline processes by establishing a Finance Shared Services Centre (FSSC) in the Southwest of the UK.

Given the geographical spread of the business, there were significant challenges related to time zone differences and varying levels of language proficiency. The immediate priority was to establish the FSSC and bring it into operation within four months. This ambitious timeline included the recruitment of 48 finance specialists across key functions; payables, receivables, financial accounting, FP&A, data and systems & transformation.

The solution:

1. Candidate Pool Creation

We developed a robust and diverse talent pipeline by utilising job boards, social media, referrals, and our internal database. Candidates were pre-qualified against detailed job specifications to ensure alignment with the client’s requirements.

2. SIFTING and screening

Our team conducted thorough CV reviews and pre-screening calls, followed by tailored assessments where appropriate. This process enabled us to identify high-calibre candidates and present a refined shortlist for further consideration.

3. First interviews by SRM

SRM carried out structured first-round interviews to assess cultural fit, communication skills, and role suitability. Detailed feedback was compiled and shared with the client to support informed decision-making.

4. client interview days (on-site)

We organised and managed multiple dedicated interview days at the client’s premises. SRM oversaw all logistics, ensured seamless scheduling, and provided real-time support to both candidates and interviewers. This approach significantly accelerated the interview process and enhanced stakeholder satisfaction.

5. offer management

Once final selections were made, we managed the offer process end-to-end. This included drafting and issuing offers, handling negotiations, and ensuring timely acceptance. Our proactive communication helped reduce offer withdrawals and improved conversion rates.

The results:

  • 48 vacancies filled: All roles successfully filled on time and within budget
  • 100% interview day attendance: Excellent scheduling and candidate commitment
  • 98% offer acceptance rate: Strong candidate engagement and compelling offers
  • Time-to-hire reduced by 45%: Streamlined processes and efficient coordination

What the client has to say:

"I just wanted to sincerely thank you and recognise the incredible work you've done. Successfully recruiting over 40 people in such a short period of time is no small feat - it’s a remarkable achievement that speaks volumes about your dedication, efficiency, and professionalism. Your ability to manage such a high-volume recruitment process while maintaining quality and speed has made a significant impact on our team and the business. You've not only met expectations - you’ve exceeded them.” Head of Financial Operations

Download the Case Study PDF

Need help to hire for your Finance team? 

Contact Danny Savino on +44 (0)7375 409089 or dannysavino@srmrecruitment.com

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The Quiet January Rush: Why Most In-house Tax Teams Are Already Under-resourced

in-house tax under pressure
in-house tax under pressure
January is often seen as a “soft start” to the year. In reality, for in-house tax teams, it’s anything but. While the external perception is that hiring decisions will come later in Q1 or even Q2, what we’re seeing on the ground tells a different story: many tax teams enter January already under pressure, under-resourced, and playing catch-up.

Budgets are signed off late – but the pressure is immediate

One of the biggest challenges each January is timing. Headcount budgets may only be finalised late in Q4 or even early January, yet the workload doesn’t wait. Reporting cycles, audits, business planning and regulatory obligations all land at once. The result? Teams start the year knowing they need additional support but without the luxury of a long lead time to hire. This creates a sense of urgency that isn’t always visible from the outside – but it’s very real internally.

Regulatory and reporting deadlines don’t move

Tax is one of the few functions where deadlines are immovable. Whether it’s compliance, reporting, governance or dealing with increased scrutiny, the demands of the role continue to rise year on year. In January, those pressures feel particularly acute. Teams that were already stretched in Q4 often carry that strain straight into the new year, especially if vacancies have been left open longer than planned.

Vacancies linger longer than expected

A common theme I continue to see is tax roles remaining unfilled for months longer than anticipated. Sometimes that’s due to cautious decision-making. Sometimes it’s driven by unrealistic expectations around the candidate market. And sometimes it’s simply because hiring tax talent takes longer than other finance roles. The unintended consequence is that existing team members absorb the workload – often quietly – which increases burnout risk and makes future hiring even harder.

Why reactive hiring leads to weaker outcomes

When hiring becomes reactive, compromises follow:
  • Rushed processes
  • Narrow candidate pools
  • Over-reliance on the “perfect CV” rather than the right capability
Ironically, this often results in longer vacancies or sub-optimal hires, reinforcing the cycle of under-resourcing.

The positive shift we’re seeing for Q1 2026

The good news? There is a more constructive mindset emerging as we move into Q1 2026. More Heads of Tax are:
  • Planning earlier, even if start dates are later in the year
  • Using interim solutions to stabilise teams during peak periods
  • Being more flexible on background, sector and skill mix
  • Engaging with the market proactively, rather than waiting for applications
Interim and project-based tax hiring, in particular, has become a genuine strategic tool rather than a last resort – allowing teams to manage workload, change and risk without long-term commitment.

A better way forward

The most successful tax teams I work with are those that treat January not as a pause, but as a planning window. They use Q1 to:
  • Sense-check the talent market
  • Stress-test role requirements
  • Decide where permanent, interim or hybrid solutions make sense
That approach doesn’t just ease immediate pressure – it leads to better hires, stronger teams and far less disruption across the year. January may be quiet on the surface, but for in-house tax teams, it’s one of the most important hiring periods of the year. Those who recognise that early are the ones best placed for a calmer, and more controlled, 2026.
get in touch
Looking to hire permanent or interim tax professionals? Contact James Rodgers, SRM's Head of Tax Recruitment, on jamesrodgers@srmrecruitment.com or call 07852 322955.
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How the UK interim Tax market has grown, and why it’s here to stay

Interim tax professional
Interim tax professional
By James Rodgers, Head of Tax Recruitment

The market for interim (contract/temporary) tax specialists in the UK has expanded significantly over the past few years. What began as a niche solution for short-term projects has become a mainstream resourcing strategy for in-house tax teams, advisory firms and corporates dealing with regulatory change, M&A, systems upgrades and capacity crunches. Below I map the main drivers of that growth, summarise the evidence, and explain what it means for employers and interim tax professionals.

A quick snapshot of the evidence

  • HMRC’s work on the 2021 “off-payroll” (IR35) reforms showed material movement in how firms and workers are categorised;  HMRC estimates roughly 120,000 workers were affected by the reform in the private and voluntary sectors.
  • Specialist tax hiring climbed in early 2025: LinkedIn reported UK tax vacancies rose ~14% year-on-year in Q1 2025, with strong activity outside London.
  • The UK recruitment picture has shown recent signs of recovery in temp work; KPMG/REC (S&P Global) data flagged a fresh rise in temporary billings after a long run of contraction, signalling increased appetite for contingent resource.
  • The Institute of Interim Management’s 2024 survey continues to position the UK interim market as an established and growing channel for senior, specialist skills.
  • Parallel regulatory change (OECD Pillar Two / domestic “top-up” rules and HMRC guidance) plus digital programmes such as Making Tax Digital are forcing companies to invest in tax capability quickly, often through interim hires. GOV.UK and tax-adviser coverage show HMRC’s ongoing guidance and consultations on these rules through 2024–2025.

Why demand for interim tax specialists has accelerated

1.Rapid, complex regulatory change

From the rules on “off payroll working” (IR35) to global reforms like OECD Pillar Two and expanded HMRC digitalisation (MTD), tax teams are juggling new compliance regimes that require specialised, short-term technical input.

Many businesses prefer to bring in experienced interims to implement processes, run project workstreams or plug compliance gaps quickly rather than hire permanent specialists for work that may be temporary.

2. M&A, restructures and one-off projects

Uplift in M&A activity, carve-outs, integration work and tax transformation programmes create peaks of demand. Interims offer a fast way to scale expertise (transaction tax, transfer pricing, cash repatriation, due diligence) for a defined period and recruitment M&A market reports show growing investor interest in recruitment and interim businesses, reflecting that demand.

3. Skills shortage, specialisms and timing

The supply of tax professionals at all levels with niche experience (international tax, indirect tax, digital tax, transfer pricing, global anti-BEPS rules) remains tight. Employers therefore use interim specialists to access deep expertise immediately without long hiring lead times. LinkedIn’s data showing a rise in tax vacancies outside London supports the idea that demand is broad and not confined to the capital.

In most cases, the replacement of a permanent role takes longer than most hiring managers anticipate, leading to a gap between a new joiner coming on board and the current incumbent leaving. Most tax teams do not have the capacity to take on the extra workload during that period, and the delivery of that work cannot be compromised, so the Head of Tax or CFO is more likely to bring in an interim tax person to bridge that gap.

4. Cost-and-flexibility trade-offs

Economic uncertainty and cost pressure make businesses reluctant to take on permanent overheads; interims provide flexible capacity. For many firms, paying a premium hourly/day rate for the right short-term specialist is cheaper and less risky than recruiting a permanent hire that may become redundant if circumstances change. The Recruitment and Employment Confederation (REC)/KPMG reporting of rising temp billings indicates employers are increasingly willing to use temporary resource again.

5. Technology and digital projects

Implementation of MTD or tax-tech upgrades often requires project teams with a mix of tax knowledge and systems experience (tax technology leads, SAP/Oracle tax specialists). These roles are commonly fulfilled by interim contractors with cross-discipline experience.

What the growth looks like in reality

  • Wider employer base: demand no longer comes only from Big Four and banks: corporates, mid-market groups and private equity portfolios are hiring interims for governance, delivery of tax workstreams and interim leadership.
  • Geographic spread: regional hiring for tax roles has strengthened: firms are recruiting tax specialists outside London, increasing opportunities for interims nationwide.
  • Rate dynamics: day rates for highly specialised tax interims have remained robust because supply of senior, hands-on specialists is limited. Employers trade off the premium for speed and risk mitigation. (Industry commentary corroborates continued premium pricing in specialist interim markets
    Risks & counter-forces
  • IR35 / off-payroll uncertainty: the 2021 changes and subsequent HMRC updates have created friction and uncertainty for contractors and clients. Some firms reduced contractor engagement or shifted workers to PAYE, at least temporarily, a factor that disrupted the market in earlier years. However, that disruption has tended to push more businesses towards short, clearly scoped interim engagements rather than long PSC arrangements.
  • Economic cycles: macro slowdown or budget pressure can push employers to pause hiring; evidence shows permanent hiring is more volatile than temp hiring, which can both contract and rebound quickly. Recent REC data shows temporary billings moved back into growth after a period of weakness.
    Practical implications for employers
  • Use interims strategically: treat interim hires as not just stopgaps but to accelerate delivery (e.g., MTD rollouts, Pillar Two readiness, tax transformations).
  • Scope engagements tightly: clear deliverables, defined governance and exit criteria reduce overall cost and speed onboarding.
  • Mix capability: blend interim leads with retained or outsourced teams for continuity once projects finish.
    Practical implications for interim tax professionals.
  • Be project-ready: highlight delivery achievements (systems migrations, tax health checks, CbCR/Pillar Two implementations).
  • Invest in niche skills: international tax, BEPS/Pillar Two, tax technology and indirect tax remain high-value areas.
  • Clarify IR35 status and commercial model: many clients now ask for certainty on engagement models up front - be ready to explain status and propose workable commercial terms.

Outlook: sustained demand, changing shape

Regulatory complexity (Pillar Two, domestic top-up taxes, MTD and tightened HMRC compliance and penalties), continuing M&A and the need for one-off technical skills all point to sustained demand for interim tax professionals. Data from LinkedIn and specialist hiring surveys across 2024–25 shows rising tax interim vacancies and improved temp demand, while government guidance and tax policy implementation work give employers recurring, time-bound needs for specialist resource.

In short: the interim tax market is no longer a cyclical curiosity, it’s a permanent, strategic channel for businesses to access specialist tax capability quickly.

Get in touch

Looking to hire permanent or interim tax professionals? Contact James Rodgers, SRM's Head of Tax Recruitment, on jamesrodgers@srmrecruitment.com or call 07852 322955.

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7 reasons why bringing in an Interim makes sense while you wait for your permanent Finance hire

finance interim
finance interim

Finding the right permanent finance hire in today’s market can take time, and often, the more senior or specialist the role, the longer the search. But what happens in the meantime?

The reality is that finance functions don’t stop. Month-end still needs to happen. Audit prep doesn't wait. Business partners still expect forecasts. And often, the rest of the team is left absorbing the extra work, which is rarely sustainable.

Over the last year, we’ve seen more businesses choosing to bring in professional interims to help bridge the gap. And it’s not just a stopgap; in many cases, interims help to steady the ship, improve processes, and reduce risk, all before a permanent hire is even in place.

Here’s seven reasons why it makes real business sense:

1-Interims get up to speed quickly

Professional interims are used to picking things up fast. Many have worked across multiple industries and ERP systems; SAP, Oracle, Workday, Dynamics, and can adapt quickly to new environments. They don’t need long onboarding periods or hand-holding.

This means you’re not waiting weeks for someone to add value - in most cases, they’re contributing within days.

2-They protect your existing team

It’s tempting to ask others in the team to “just hold things” for a while. But we’ve all seen what that leads to:

  • Deadlines slip
  • Errors creep in
  • Morale takes a hit
  • Top performers get burnt out (or even worse, they leave)

Finance is a function where precision matters. Overloading people, especially during busy periods like year-end or audit season, increases this risk. A professional interim can absorb the pressure, keep standards high, and allow your core team to stay focused.

3-They’re results-focused, not just filling space

Interims know their value is in delivery. Whether it’s producing accurate management accounts, navigating complex reconciliations, leading a finance transformation, or preparing for an audit, they tend to come in with clear deliverables and get the job done.

They’re not there to coast, they’re there to make an impact.

4-They often bring broader expertise than expected

Because of their varied background, many interims come with a wider toolkit than the original brief might require. For example:

  • A Financial Controller who’s also led a systems implementation;
  • A Finance Manager with experience in tax, treasury, and SOX compliance;
  • An FP&A professional who’s built out Power BI dashboards and improved forecasting accuracy.

This extra value often becomes clear once they’re in post and can lead to bigger improvements than expected.

5-They offer real flexibility

If your long-term structure is still evolving or if there’s a question mark around the role, bringing in a permanent hire might feel premature. Interims give you breathing space.

You can adjust their remit as things shift, extend their contract if needed, or, in some cases, offer them the permanent role if it turns out to be the right fit.

6-They bring a fresh pair of eyes

It’s easy to get used to “the way we do things around here.” Interims aren’t tied to legacy thinking or office politics. They can often spot inefficiencies, risks, or opportunities that permanent team members are too close to see.

In finance especially, this objectivity can be invaluable, from tightening controls to improving reporting processes.

7-You only pay for what you use

Interims are typically paid on a day rate, which means:

  • No need to pay for holidays, sick days, or employer benefits;
  • No long-term commitment or buyout clauses;
  • No risk of non-refundable recruitment fees if it doesn’t work out.

It’s a clean, transparent arrangement and a smart way to manage headcount budgets, especially in uncertain conditions.

Final thought

Letting a key finance role sit open for months might feel manageable at first. But over time, it leads to inefficiencies, missed opportunities, and often, the loss of key team members who are picking up the slack.

Bringing in a skilled interim is not just plugging a gap. It’s about protecting your finance function, maintaining standards, and setting your team (and your new permanent hire) up for success.

GET IN TOUCH

If you’re exploring interim finance support or just want to understand what the current market looks like, get in touch with Liz Hawkins on lizhawkins@srmrecruitment.com or call +44(0)7508 956587

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Career Journey Spotlight: Q&A with Daniel Carroll, Finance Director at Chase New Homes

client q&a dan carroll
client q&a dan carroll

We recently caught up with one of our long-standing clients, Daniel Carroll, to hear more about his career to date, his role at Chase, challenges he’s faced in his own career and those facing the construction sector. We also talk about his life-long commitment to a certain football team, his experience of working with SRM and his advice to someone just starting out in finance. It’s a great read, packed full of insights, advice and highlights from a varied and successful career!

Q: Tell us a bit about your career to date and what led to your role at Chase New Homes? What are your main responsibilities?

I’ve had a varied career, working across PLCs, SMEs and a start-up, as well as setting up a small business of my own. One thing that’s become clear is that I enjoy roles where I’ve got autonomy and can make a difference, which is why privately-owned companies like Chase really suit me.

I’m responsible for all aspects of the company’s finances; from investment appraisals and banking, to payroll and insurance. Chase is big enough to take on exciting projects, but small enough to stay nimble and opportunistic. We’ve got a lean, highly-skilled team who are all pulling in the same direction.

Q: What’s been the toughest challenge and biggest success in your career so far?

The toughest challenge was navigating the 2008 global financial crisis. I’d just joined Barratt Homes’ East London division and walked straight into a battle to keep the business afloat.

It was a steep learning curve. Six members of my new team were made redundant, so alongside the merger and new systems rollout I’d been recruited for, I also had to restructure the team, tighten cashflow, and produce forecasts in the face of total market uncertainty.

It was a brutal four years, but I thrived on it and learned a huge amount. It was also a springboard into board-level roles, as I had to take responsibility for pretty much everything that landed on my plate. There was a siege mentality too; everyone from senior management to the ledger clerks pulled together to drag the business through and come out stronger.

Q: What have you enjoyed most about working in construction?

I love that what we do has such a tangible, real-life output. I’ve worked on some amazing projects and can point them out to my kids when we drive past.

It’s also great being there at the handover stage, hearing champagne corks popping in the sales suite as someone gets the keys to their first home, especially when you’ve been involved since day one, putting together numbers for a bid on what was once just a derelict site.

Q: The market’s tough right now. What do you see as the biggest challenges in your sector?

In a word, BSR (Building Safety Regulator). While there’s been some progress in unblocking sites, it still feels like the government hasn’t grasped the urgency.
Stalled sites send developers and subcontractors bust, put people out of work, and add to the housing crisis. The stats for London at the moment are terrifying.

No one wants to see another Grenfell, and the aim of the BSR is absolutely right. But with so many people living in sub-standard housing, it’s crazy to have sites sitting idle and properties standing empty because a system set up three years ago is still finding its feet.

Q: In your view, how has the role of a senior finance leader changed over the years?

I’ll make myself sound ancient here, but my first role involved updating a paper cashbook; hand-writing debits and credits every day! Construction was behind the curve with technology, but the systems we use now are far more intuitive. AI also feels like it’s reaching a tipping point, with another leap forward on the horizon.

The workforce has also changed. I love seeing the next generation of finance professionals come through, bringing new perspectives. I’ve worked with a really diverse mix, from seasoned accountants who’ve seen it all, to hungry youngsters who challenge the status quo and keep the rest of us on our toes.

In many ways the role hasn’t changed - it’s still about telling the story of the numbers in a way non-finance people can understand. But the tools, teams and value placed on sound financial advice have changed beyond recognition.

Q: How did your finance career start?

Pretty randomly! I was good at maths and analytically-minded, but fell out with school after GCSEs and went looking for work.

I applied for a trainee quantity surveyor role (with no clue what that was). By the time I arrived, the job had been offered to someone else, but they offered me an accounts junior role instead.

I walked out with my first “negotiated” package: a £5,750 salary and an AAT training contract. My dad’s response was, “That’s criminal, how can they pay people so little?” But I enjoyed the work, had great mentors, and fixed my eyes firmly on completing my studies; AAT first, then ACCA.

Studying AAT gave me a clear path from the basics of writing a cheque to producing full accounts in three years. It was the perfect launchpad. I’d recommend it to anyone wanting to progress in finance.

Studying while working suited me perfectly. I was ambitious, got involved in everything from system rollouts to cash management, and gained exposure to audits, credit control and managing remote teams. I’d definitely recommend combining study with work experience to turbo-charge a career.

Q: What advice would you give someone just starting out in finance?

Don’t be too patient, and don’t assume your boss has a plan for your development.

Take the initiative. Manage upwards. Volunteer to solve problems. Use appraisals to hold your manager accountable. Set yourself clear goals and write them down - telling your boss what you plan to achieve is a powerful motivator.

Q: You’re a massive Brentford FC fan. Tell us about that.

Ha! It’s been a lifetime of watching the Bees through thin and thin. I used to travel the country to watch us lose to the likes of Mansfield, Scunthorpe and Exeter. A particular low was a Friday night cup tie at Barrow (then non-league). I think there were 99 Brentford fans there, and I knew most of them by name!

When the club was left penniless by an unscrupulous owner and the supporters’ trust stepped in, I was rattling buckets outside Griffin Park to help pay wages, then counting pennies upstairs in the Griffin pub. We even won one signing by spamming an online competition!

The last few years have been incredible; reaching the Premier League after finally winning a play-off at the 10th attempt, then that first game at the new ground. Our first Premier League goal, followed by our second; top of the league for one day only! Not the best day of my life, but it still brings a lump to my throat.

Q: You’ve worked with Luke Higgs & SRM before. Why do you use SRM as a recruitment partner?

For me, recruitment partnerships are about two things: relationships and candidates.

Luke’s not just there when I need to fill a role, I can call him for market advice anytime and get a straight answer backed by years of experience. He’s helped with benchmarking and market insight, and he’s always honest, whether our offer is above or below market expectation.

On candidates, I can rely on him no matter how tight the timeline. I like to move quickly when recruiting, and Luke always produces strong shortlists. On one recent hire, three out of four candidates he sent were perfect fits. Choosing between them was a nice problem to have!

Q: How have you found working with Luke & SRM?

In short: Luke does all the running so I don’t have to. Clear communication, quick responses and great candidates make things easy.

He also supported me during my own job search, introducing me to the SRM community and giving me advice and encouragement.

Q: What advice would you give to anyone considering working with a recruiter?

First off: DO IT! I still meet people job-hunting without speaking to recruiters, often on poor advice from friends or family. A good recruiter will help you secure interviews, benchmark your value, and give honest feedback on why you may have missed out, which is invaluable in today’s market.

Secondly, listen to their feedback. They’ll have employer insights you won’t get directly as they see recruitment processes every day.

Finally, make the time to properly engage with them, and actually take their advice on board, even when it’s not what you want to hear. That’s often when it’s most valuable.

Get in touch

For help with your finance hiring or finding that next career move, contact Luke Higgs on luke.higgs@srmrecruitment.com 

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Legal Movers & Shakers in 2025: Lateral Partner Moves in Q3

Q3 legal partner moves
Q3 legal partner moves

The London legal market witnessed a particularly active summer in 2025, with more than 120 partners switching firms across a broad range of practice areas. From US firms aggressively expanding their London presence to UK outfits consolidating or losing key talent, the dynamics of the market underscore London’s continued role as one of the most competitive legal centres globally.

As anticipated, the frenetic pace of hires this year slowed slightly over the summer months, but the overall number of hires is still high especially compared to last year. YPOG entered the London market strong, making the most lateral hires of any firm with their recruitment of the Withers team. Conversely, Eversheds, Withers and Dechert fared the worst for attrition, losing seven, six and five partners respectively. Of the 135 moves collated in our data, 22% of them featured female partners.

Key Trends by Practice Area

Banking & Finance

Banking and finance saw the highest volume of movement. Naomi Roper moved from Capsticks to Penningtons, while Sudhir Nair left White & Case for DLA Piper. Freshfields hired the team of David Seymour and Will Bryant in July. Meanwhile, Claire Puddicombe, Daniel Tobias, David Quirolo and Alexander Collins all joined Orrick from Cadwalader.

US firms were highly active: Philip Baynes moved from A&O Shearman to Weil reinforcing its finance platform; Simpson Thacher brought Rick Hanson across from Cadwalader; and, Goodwin hired Matthew Ayre from Travers Smith.

Disputes

Disputes and arbitration saw significant moves, with boutique firms expanding. Andrew Hutchinson left Simmons & Simmons for Carpmaels & Ransford, Stewarts hired Rovine Chandrasekera from Stephenson Harwood, and Signature Litigation hired Duncan Grieve from Cadwalader and Mark Beardsworth from Goodwin.

US firms also continued their hiring spree in this area: Miles Robinson joined Squire Patton Boggs from Mayer Brown; Proskauer hired Jonathan Egerton-Peters from Steptoe and Deborah Polden from Eversheds; and, Michael Darowski joined Reed Smith from McDermott.

Ropes & Gray, though losing two finance partners to Freshfields, responded by adding Cataldo Piccaretta from Latham & Watkins in September.

Corporate

Corporate partner mobility was expectedly robust, with both UK and US firms making a number of key hires to deepen their benches.

Morrison Foerster recruited David D’Souza and Ambarish Dash from HSF Kramer. Cooley picked up Jonathan Cohen from Ashurst. Greenberg Traurig hired Elias Hayek from Squire Patton Boggs, while Matthew Sperry joined Cadwalader from Katten.

Notable Moves 

  • DWF has hired a 27-strong major injury and casualty team from Kennedys, led by Richard West, Claire Mulligan, Gareth Thomas and Jennifer Harris. This group follows the 13-person marine insurance team they hired in February.
  • Orrick recruited an 8-partner finance team from Cadwalader, in the US and London – the London partners include David Quirolo, Claire Puddicombe, Daniel Tobias and Alexander Collins.
  • German tech firm YPOG has hired a team from Withers, led by James Shaw, to open their first international office in London.
  • Crowell & Moring hired an 18-lawyer patent team from Dentons, led by Justin Hill.

Looking Ahead

The lateral partner market in London shows no signs of cooling:

  • US firms still on the offensive: Morrison Foerster, Weil, and Paul Weiss are unlikely to slow their London expansion, especially in finance, funds and disputes.
  • Restructuring to rise: With increasing macro-economic pressures, restructuring hires (currently modest, e.g., Kon Asimacopoulos to Squire Patton Boggs) are expected to grow significantly.
  • Energy & ESG-driven work: Energy transition mandates and ESG regulation are set to boost hiring in both energy and disputes practices.
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The Smart Way One Head of Tax Beat the Talent Shortage

tax professional
tax professional
Anyone recruiting in the London in-house tax market right now knows how difficult it is to hire recently qualified professionals, particularly those with 1-2 years’ PQE. The reasons are well-rehearsed:
  • Compliance & accounting experience gaps: Many newly qualified tax professionals from the advisory firms have deep technical knowledge but lack the breadth of compliance and accounting exposure smaller in-house teams often require.
  • Career management by firms: The Big 4, in particular, are much better today at career development and retention. They’re keeping talent engaged with structured career paths and interesting work.
  • Pay pressure: Newly qualified salaries in practice have risen sharply, in some cases outstripping in-house market rates.
The result? Hiring managers can end up fishing in an increasingly shallow pool of candidates. But that doesn’t mean hiring managers have to compromise. It may just mean they need to think differently.

Case Study: A smart way one Head of Tax thought differently about their hiring

James Rodgers, SRM’s Head of Tax Recruitment, recently worked with a Head of Tax at a well-known retail business who faced exactly this problem. Rather than insist on hiring someone with a classic corporate tax background, he took a more flexible approach. His view was simple: if someone is ACA or CTA-qualified, the letters demonstrate strong technical ability, regardless of whether their experience was in employment taxes, VAT or transfer pricing. He hired a talented employment taxes specialist, brought her into the team, and began to train her in corporate tax while giving her responsibility in a broader managerial role.
The outcome? A win-win.
  • The Head of Tax gained a highly motivated, capable team member who brought a fresh perspective and was keen to learn.
  • The candidate secured an opportunity she thought would never be open to her – a corporate tax-focused in-house role – while leveraging her existing expertise.
This approach highlights an important lesson: sometimes the best hires aren’t the obvious ones. By broadening the criteria, Heads of Tax can secure strong people in a tough market, and talented professionals can unlock career opportunities that once felt out of reach. For hiring managers facing a candidate-short market, broadening the lens might just be the difference between an empty seat and a thriving team. Flexibility and open-mindedness can make all the difference.
GET IN TOUCH:
If you’re looking to hire tax professionals, we’re here to help. James Rodgers is our Head of Tax Recruitment at SRM – contact him on jamesrodgers@srmrecruitment.com or call 07852 322955
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Steadying the Ship in Uncertain Waters: Why Interim Finance Talent is Delivering Real Value This Quarter

finance meeting
finance meeting

Finance Hiring Outlook – Q3 2025

As we move through Q3, many finance teams across Herts, Beds, and Bucks are feeling the pinch.

Forecasts are under pressure, resources are tight, and yet, the work doesn’t slow down.

Whether its audit prep, business partnering, or just keeping the month-end engine running, there is still the need for high-quality support - it hasn’t gone away. But what has changed is how teams are accessing it.

What’s going on locally

From where I’m sitting, businesses are juggling a few challenges:

  • Permanent hires are taking longer to get signed off or just aren’t happening
  • Teams are stretched due to unexpected absences or long-term leave
  • Change projects are still on, but there’s fewer resources to support them
  • Core finance functions are often running on a shoestring

It’s no surprise, then, that more companies are turning to interim finance professionals - not as a last-minute band-aid but as a practical, often strategic choice.

Why interim talent works right now

Interims don’t need a lot of hand-holding. They usually show up ready to get stuck in and sort out the things that have been hanging over your head for weeks (or months). No lengthy inductions or corporate handbooks required. Just a clear brief and a laptop, and they’re off.

Here’s the kind of roles I’m placing these days:

  • Interim FDs and FCs to steady the ship and help prep for year-end
  • Qualified interims to cover BAU while permanent recruitment limps along
  • Transactional temps to take the pressure off AP/AR teams
  • Project specialists to push through system upgrades or finance transformations

It might not be flashy, but it gets results - quietly, efficiently, and without the drama.

Thinking ahead? Why now is the perfect time to act

Waiting until the last minute to plug gaps or add support usually means paying a premium, scrambling to find anyone available, or risking important deadlines slipping through the cracks. And let’s be honest, nobody wants to be that team desperately hunting for a miracle hire in November.

Q3 gives you a golden window to be proactive:

  • Secure the right talent before others snap them up - the best interim professionals get booked quickly, especially as year-end nears.
  • Give your new interim the time they need to get properly up to speed - which means smoother handovers, better results, and less firefighting.
  • Reduce burnout and workload stress on your existing team - a little breathing room now prevents bigger headaches later.
  • Keep critical projects on track - whether it’s closing the books, supporting audits, or rolling out system upgrades.

Plus, interim support can be a great way to test out potential permanent hires without a full commitment. It’s flexible, low-risk, and lets you focus on what matters most; hitting your year-end goals without losing sleep.

If you’re thinking “maybe we should get ahead of this,” you’re already on the right track.

Now all that’s left is a quick chat to work out the best approach for your team.

Get in touch with me, Liz Hawkins, on liz.hawkins@srmrecruitment.com or call +44 (0)7508 956587

 

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What does an efficient recruitment process actually look like in today’s finance market?

job interview hand shake
job interview hand shake

We’ve all seen it: job advertisements are down, application numbers are up, and the best finance professionals are getting snapped up in a matter of days.

In a market like this, having a tight recruitment process isn’t just a nice-to-have, it’s absolutely essential.

So what does that actually look like? We asked our consultants what really makes the difference when it comes to attracting and securing top finance talent.

Here’s what they said…

A well-designed recruitment process doesn’t just assess talent, it also sells the opportunity:

The most efficient processes begin long before the first CV is reviewed. A clear understanding of why the role exists, what it needs to achieve, and what the business can offer is critical.

That means sitting down to define not just the job title, but the actual business need. From there, you can shape an accurate job description and brief that reflects both the technical scope and the benefits of the role.

Keep interviews focused, transparent and timely:

One of the biggest frustrations for candidates in this market is lack of clarity/streamlining around the interview process. Many ask upfront: How many stages will there be? Who will I be meeting? What will I be expected to prepare?

We always advise our clients to make this information clear from the beginning. A well-planned process might have two stages, possibly a third for stakeholder alignment, but that’s often enough.

Testing or presentations should only be included if they genuinely reflect the skills needed in the role - not because “it’s what we’ve always done.” If the position requires financial modelling, analysis, or communication of insights, then yes, a task may be appropriate. But explain why, and don’t let it hold up progress.

Timeliness doesn’t mean rushing decisions:

It means being collaborative, decisive, and respectful of the candidate’s time and other options. In this market, it’s not unusual for strong finance professionals to receive offers within 7 to 10 days.

If your process stretches out over three or four weeks without clear updates, you’re likely to lose them.

Good finance candidates, especially in London and other major hubs, often have multiple offers. Speed signals seriousness.

Structure for stronger hires:

What’s working now is simple: clear communication, timely interviews, relevant assessment, quick feedback and discussion around training, mentorship and leadership.

These steps help avoid counteroffers, keep candidates engaged, and give them confidence in your business. They also show that your company has strong internal processes and decision-making.

The sooner your new hire starts, the sooner they can take pressure off your team, drive improvements, and contribute to the business.

In summary

An efficient hiring process in finance isn’t about cutting corners, it’s about cutting out confusion.

When you combine clear role definition, structured interviews, and a well-managed timeline, you not only move faster than the competition, but you also attract stronger, more serious candidates.

If you’re reviewing your hiring approach or struggling to move quickly in the current market, we’d be happy to talk through how we support clients in making the process more streamlined - without compromising on quality.