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The changing face of FP&A

FP&A
FP&A

Over the past few years, the role has FP&A has changed more dramatically than most areas of in-house finance and, with the implementation of AI, this is likely to change further in the coming years.

This is SRM’s guide to the changes and what you may need to do to make the most of your FP&A function...

The rise of the Business Partner

You only have to look back 5-10 years to see the extent to which finance and, with it, FP&A have changed. Gone are the days where bigger businesses will have a core central-housed Management Accounts team and Group-level FP&A function. Both of these teams, whilst commercial in nature were very much reporting focused and, at most, preparing a yearly budget.

As businesses have begun to harness data, FP&A has been embedded into the business unit level (sales, marketing, IT etc). This business partner role (core management accountant skillset with a storytelling element) has allowed FP&A to zoom out of the business and move away from the reporting elements as this is now covered by the partners.

This has meant that FP&A has more time to shape strategy (using data) than ever before.

Powered by analytics, AI and automation

Traditionally FP&A functions were powered by large Excel sheets and basic manipulation, vLookups etc. This allowed them to efficiently review static data and prepare budgets, however, it made most other trend analysis difficult.

Tools such as Anaplan, Workday Adaptive, and Planful have allowed more dynamic long-term models to be built, meaning businesses can lean on FP&A data to create rolling forecasts as opposed to static annual budgets.

The more forward-thinking teams are also harnessing AI to look into AI-driven predictions into revenue and cost behaviours. This will ultimately affect the bottom line.

Real-time vs retrospective

Although FP&A has always been seen as the forward-thinking part of finance, most of its work was still based on data from the previous month.

By channelling integrated CRMs, ERPs and operations systems with new insight tools such as Power BI, Tableau and Looker, FP&A is now able to support the CFO with real-time data and thus improve the decision-making process.

Dashboards are one of the lower hanging fruits when modernising FP&A.

Scenario planning as standard

This has become the most obvious result of the other changes we have discussed. With more time due to the business partner model and more powerful data analysis tools, FP&A has become the fulcrum of scenario planning.

Not only has it allowed for more agile planning cycles (monthly, quarterly vs once a year), it means that specialist and long-term planning can be performed. For example, well resourced FP&A teams can, and do, run multiple complex planning scenarios that will take in; growth, recession, supply shocks and even acts of god, like pandemics etc.

This use of data, accountancy knowledge and computing power can really aid decision-making beyond anything previously.

A future-proof FP&A team

This is what we would see as a future-proofed FP&A team which would allow any business to harness technology and data to improve planning capabilities:

Group FP&A (core)

Head of FP&A

  • Leads the function, owns forecasting, reporting, planning and business partnering.
  • Partner to CFO and C-Suite.

FP&A Manager

  • Budgeting and forecasting lead, owns planning cycles and rolling forecasts.

FP&A Analyst (multiple)

  • Consolidations & reporting analyst, creates dashboards, supports board and investor reporting.

Scenario & Strategic Modelling Analyst (possibly multiple)

  • Builds long-range plans and ‘what-if’ models.
Business Partner layer

Finance Business Partners (multiple)

  • Supports individual business units (sales, marketing, IT etc), own planning, forecasting and analysis for their unit.
  • Translate financials into business insights.
Data, Systems & Analytics FP&A (increasingly no longer a ‘nice to have’)

FP&A Systems Manager

  • Admin for Anaplan, Adaptive, Pigment etc.

Finance Data Analyst/BI Analyst

  • Connects FP&A with BI tools (Power BI, Tableau, Looker).

Automation & RPA Lead

Helps automate data ingestion, report generation etc.

OPTIONAL LAYERS

M&A Analyst

  • Deal modelling, investment appraisal.

ESG/Impact Finance

  • Tracking sustainability & social performance metrics.
 
Get in touch

If you’d like help to build your FP&A team or find your next career move, please contact Rob McKay in the first instance, on robmckay@srmrecruitment.com or +44(0)7376 802264

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Tax success stories: London-based biopharmaceutical company

case study tax
case study tax

Deep market knowledge that delivered exceptional results.

The challenge:

As this London-based biopharmaceutical company continued its rapid growth and prepared for a commercial launch, it became clear that a dedicated tax leader was essential to navigate the complex international tax landscape. They created the Director, Global Tax role to oversee tax compliance, planning, reporting, and strategy across multiple jurisdictions.

This was a critical hire. Given the complexity of the role and our need for someone with a mix of strong technical expertise, in-house experience, and leadership capability, they knew the recruitment process could be challenging. In addition to that, they needed to move quickly - finding the right candidate within weeks rather than months was crucial.

The solution:

Having worked with SRM Recruitment for several years and successfully hired multiple finance professionals through us, our client knew they could trust us to deliver. James Rodgers immediately understood their requirements and worked with urgency to identify a highly skilled, immediately available candidate who fit their criteria perfectly.

Within an incredibly short timeframe, our client had a standout candidate; someone with deep international tax experience, an understanding of transfer pricing, and a proven ability to work in a fast-paced, high-growth environment like theirs.

The result:

Five months in, their new Group Head of Tax is thriving. She has hit-the-ground-running, already adding significant value to the team and helping to establish a best-in-class tax function. Her technical knowledge, leadership, and strategic thinking have made her an invaluable asset to their finance team.

James at SRM has been in regular contact with the business and their Group Head of Tax, ensuring a smooth transition and that all parties were happy with how the first few months have gone.

What the client has to say:

"We chose to work with SRM for a number of reasons. Firstly, their deep market knowledge: James understood the unique requirements of the role and our industry. Second; speed & efficiency: they delivered an excellent shortlist and ultimately the successful candidate within a tight timeline. Finally, their proven track record: having worked with SRM Recruitment on multiple roles at a variety of levels for my Finance Team, I trust their ability to find top-tier talent implicitly. If you’re looking for a tax recruiter who truly understands the market and delivers exceptional results, I highly recommend James Rodgers and the team at SRM Recruitment.“ EMEA VP of Finance

Need help to hire for your tax team? 

Contact James Rodgers on +44 (0)7852 322955 or jamesrodgers@srmrecruitment.com

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National Insurance Changes April 2025: What They Mean for You as a Job Seeker

national insurance rises
national insurance rises

The new tax year has landed, and with it comes one of the biggest changes to employer costs we’ve seen in a while. From April 2025, businesses across the UK are facing higher National Insurance (NI) contributions, a shift that could have a real impact on job seekers and employees alike.

Whether you're looking for a new role or weighing up your current package, understanding how these changes affect the job market can help you make to smarter career decisions.

NI changes at a glance

What’s Changed (as of April 2025):
  • Employer NI rate: increased from 13.8% to 15%
  • Employer NI threshold: reduced from £9,000 to £5,000
  • Goal: Raise £40 billion in tax revenue as announced in the Autumn 2024 Budget.

While employees won’t see this deducted from their payslips, it’s an additional cost that every employer is now factoring into their hiring, salaries, and workforce planning.

How employers are responding

We’re already seeing early shifts in hiring patterns, particularly in cost-sensitive industries like retail, hospitality, care, and manufacturing. Here’s how businesses are adapting:

  • Cautious salary offers: Some employers are becoming more conservative with salary offers for new roles, and we’re seeing signs of pay freezes in certain sectors.
  • Rise in contractor roles: To stay agile, businesses may opt for more freelancers, temps or contractors, who fall outside of standard employer NI requirements.
  • Shift toward benefits: Companies are strengthening benefits packages instead of increasing base salaries, offering things like private healthcare, flexible hours, and more paid leave.

What this means for you as a candidate

Even though this doesn’t impact your take-home pay directly, it does affect how roles are structured and what offers look like.

  • Salary negotiations might feel tighter: You may need to demonstrate your value even more clearly in interviews and discussions to secure competitive offers.
  • Contract roles could open new doors: Don’t rule out short-term or freelance roles - they could lead to long-term opportunities or offer flexibility during a transitional hiring period.
  • Focus on total compensation: It’s not just about salary anymore. Employers are competing for job seekers with creative benefits, so it pays to look at the full package.

Tips to stand out in a tighter market

Want to stay competitive while the market adjusts? Here’s how to boost your edge:

  • Focus your CV on impact and outcomes, not just responsibilities.
  • Highlight flexibility or additional skills that span multiple functions.
  • Upskill in areas like tech, compliance, or people management.
  • Stay open-minded about hybrid, contract, or project-based work.
  • Demonstrate commercial awareness - knowing the bigger picture counts.

How to elevate job offers in 2025

With salary budgets under pressure, it’s more important than ever to consider the whole package on offer, not just the number at the top of the contract.

Here’s what to weigh up:

  • Pension contributions: Are they generous? Is salary sacrifice available?
  • Healthcare & insurance: Does the company offer private medical, dental or life cover?
  • Flexibility: Can you work remotely or on a hybrid schedule?
  • Learning & development: Will the company invest in your skills or future progression?
  • Wellbeing & culture: What’s the team dynamic, time-off policy, and overall balance?

These extras could easily be worth thousands in real value and make a big difference to your quality of life.

What's next?

We expect to see more noticeable market changes by summer and autumn 2025, as businesses reassess headcounts, budgets, and workforce structure. Those job seekers who stay flexible and informed will be best positioned to benefit.

Need support navigating your next career move? 

As recruiters on the ground, we’re already seeing how the new NI rules are influencing salaries, job structures, and employer expectations.

Whether you’re ready for your next challenge or just want to sense-check your value in the current market, we’re here to help. SRM can you support you to:

  • Benchmark your salary expectations;
  • Optimise your CV and interview approach;
  • Explore contract, permanent, or flexible roles;
  • Understand what’s happening in your sector.
GET IN TOUCH

If you’d like help to future-proof your finance career, please contact Liz Hawkins in the first instance, on lizhawkins@srmrecruitment.com or +44(0)7508 956587

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Legal Movers and Shakers in 2025: Lateral Moves in Q1

lawyer shaking hands
lawyer shaking hands

The first quarter of 2025 has seen a significant amount of partner moves within London’s legal market.

According to Edwards Gibson, there were 155 partner moves in January and February alone, a 49% increase from 2024. This uptick was partly due to the dissolution of Memery Crystal, which led to 20 partners seeking new homes. Firms like Fladgate capitalised on this, taking over nine partners from the firm.

We collated our own data, looking at a selection of 160 lateral moves from January, February and March 2025. Information on these moves were sourced from various legal publications and online databases. Using this snapshot of the lateral moves market we are able to look at some potential trends for 2025.

Key Trends in Lateral Partner Moves

1. US Firms Continue Their London Expansion

US law firms have been at the forefront of lateral hiring in London, aggressively attracting top-tier talent from UK firms and international competitors. This trend reflects their sustained commitment to expanding their foothold in the London legal market, particularly in corporate, finance, and private equity law.

  • Akin Gump significantly strengthened its corporate and tax teams, hiring Daniel Wayte from Orrick, Alexander Malahais from White & Case, and Natasha Kaye from Cooley.

  • Kirkland & Ellis continued its dominant expansion strategy from 2024 by recruiting Albert Weatherill from Norton Rose Fulbright.

  • Latham & Watkins bolstered its London office with Hugh O’Sullivan from Goodwin, Serena Lee from Akin Gump, as well as Sophie Goossens joining from Reed Smith to enhance the Artificial Intelligence, Communications and Copyright practice.

  • Gibson Dunn also implemented an assertive acquisition strategy, hiring James O'Donnell from DLA Piper, Mark Manson-Bahr from A&O Shearman, and Presley Warner and Chris Howard from Sullivan & Cromwell.

According to industry reports from The Lawyer and Legal Business, US firms continue to outcompete UK firms on compensation, offering salary packages exceeding £2 million per annum for top lateral hires. The dominance of US firms in London's legal market is expected to persist throughout 2025.

2. Corporate, Banking & Finance, and Disputes Practices Dominate Hiring

Disputes, Corporate, and Finance have remained the most sought-after practice areas for lateral moves, with major firms reinforcing their transactional teams to respond to increasing client demand.

  • 36 of the hires we analysed were for contentious partners, Finance had 32 moves and Corporate was third at 24.

  • Cadwalader expanded its funds finance division by recruiting Doug Murning and Matthew Worth from Ashurst and Bronwen Jones from Reed Smith.

  • Clifford Chance brought in Aimee Sharman and Matt Lilley as a team from Mayer Brown, as well as M&A specialist Bruce Embley from Skadden.

  • CMS gained product liability partners Simon Castley and Sarah Croft from Shook, Hardy, Bacon following the closure of their London office in January.

A report from Financial Times Legal suggests that firms are responding to a global surge in private capital and structured finance transactions, which are expected to grow by 15% in 2025. As a result, firms are investing heavily in top talent within these sectors.

3. Female Partner Moves on the Rise

Gender diversity at the partner level has been an increasing focus for law firms, and our dataset of 160 moves featured female partner moves 51 times, roughly 46%.

  • Monica Gogna moves from EY to Squire Patton Boggs, bringing across a four-lawyer team with her.

  • Jade MacIntyre left Deloitte to join Lewis Silkin, marking a significant shift in intellectual property and regulatory practices.

  • Danielle Carr joined Browne Jacobson from Rosenblatt as their new Head of Commercial Disputes in London.

This increase aligns with industry-wide diversity initiatives, such as The 30% Club and Chambers Diversity & Inclusion, which emphasise the need for greater female representation at senior levels in law firms.

4. Firms Experiencing the Most Partner Losses

While our data is not indicative of every move that took place in the market, some firms stood out as experiencing high amounts of attrition fairly early on.

DLA Piper and Kennedys recorded at least five partner losses this quarter, while White & Case, BCLP and A&O Shearman lost four:

  • DLA Piper saw themselves losing Jeremy Andrews, James O'Donnell, Paul Gray, Sarah Smith, and Joel Eytle.

  • Kennedys lost Christopher Dunn, Mark Lloyd, Jonathan Evans and Michael Biltoo, and they also lost Disputes partner Kavan Bakhda.

  • White & Case lost Alexander Malahais, Mark Castillo-Bernaus, Chris McCarry, and Simon Caridia.

  • BCLP lost Andrew Leitch, Edward Coulson, Kyle O’Sullivan and Kurt Ma.

  • A&O lost Gordon Houseman, Mark Manson-Bahr, Helen Biggin and David Stone.

Please note that we did not include Memery Crystal attrition in this data set, however, the firm did lose at least 20 partners, though four of those were not technically laterals as they joined Lawrence Stephens as directors.

5. Strategic Team Acquisitions Shape the Market

Several firms pursued team acquisitions rather than isolated lateral hires, strengthening their practices through strategic group moves.

  • Fladgate capitalised on Memery Crystal’s dissolution, absorbing nine of its partners to bolster its corporate and private client teams.

  • DWF recruited a four-partner marine insurance team from Kennedys, led by Chris Dunn.

  • McDermott Will & Emery recruited Daniel Weston and Jamie Burgess from CMS, reinforcing its private equity practice.

According to Bloomberg Law, team hires are becoming a preferred strategy for firms seeking immediate market impact and seamless client transitions, allowing for stronger business continuity, and this is something that we would expect to continue throughout 2025.

Looking Ahead: What to Expect for the Rest of 2025

Based on Q1 trends, the legal industry should expect:

  • Continued dominance of US firms in lateral hiring, particularly around private equity and finance.

  • Further retention challenges for UK-based firms as pay wars escalate, which could drive increased lateral movement.

  • Growth in litigation and restructuring hires, as firms prepare for potential economic downturns and increased disputes.

With an increasingly competitive legal market, firms will need to balance talent acquisition with effective retention strategies to remain competitive. As partner mobility continues to shape the industry, the London legal market is set for further transformation throughout 2025.

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How Auditors can transition into private equity or venture capital finance roles

financial audit
financial audit

Why move into private equity?

  • Dynamism & high-calibre staff: Private equity (PE) has a high barrier to entry, meaning you will have the opportunity to learn from some of the most impressive accountants and non-finance staff in the industry.
  • Higher earning potential: PE often offers more lucrative compensation, including performance-based incentives like carried interest as you progress.
  • Career growth opportunities: The skills and connections you build in PE can open doors into numerous roles across financial services and alternatives, leadership positions in commerce businesses and even non-finance roles in PE, such as Portfolio Management or Investor Relations.

What roles are available for your first move into private equity?

  • Fund Accounting
  • Corporate Accounting
  • FP&A
  • Portfolio Monitoring

Which audit teams are attractive to PE firms?

  • PE & VC audit: Auditing firms within the PE industry, meaning you’ll have highly relevant exposure to PE fund structures and Valuations.
  • Asset & wealth management audit: Auditing across asset classes with similar fund structures and involvement in asset valuations.
  • Banking and capital markets audit: Auditing banks and fintech companies.
  • If you're interested in PE but currently sit outside of these areas, consider internal moves within your firm or external moves to advisory or audit firms with relevant teams.

How to upskill and develop your knowledge base?

  • Excel & financial modelling: PE firms highly value Excel and financial modelling skills. They often appreciate candidates who have pursued additional learning outside of audit.
  • Valuation techniques: Learn methods like Discounted Cash Flow (DCF).
  • Sector knowledge: Develop a strong understanding of PE, including fund structures (e.g., Jersey, Lux, Cayman), investment strategies, sources of capital, and key industry trends.

Preparing for interviews and case studies

  • Case studies: These vary by role. Some focus on technical or fund accounting understanding, while others emphasise modelling. Be ready for questions on both.
  • Interviews: Expect 2-3 rounds with various interviewers, including non-finance stakeholders. Be prepared to discuss not only technical accounting issues but also your understanding of the wider PE industry.
  • Know "why" the firm interests you: Do thorough research on the firm’s investment strategies, portfolio companies, and recent news. Be specific in articulating why you're interested in them.

How to Present Yourself to PE Firms?

  • Be confident: PE firms need to see that you can handle a high-pressure environment and communicate directly and efficiently.
  • Be humble: Avoid exaggerating your achievements. PE firms value authenticity over large egos.
  • Be smart: Adhere to a smart dress code - aim to look as polished as possible for interviews.
get in touch

If you’re an auditor looking to transition into private equity or venture capital finance roles, please get in touch. Contact Seb Ellis in the first instance on sebellis@srmrecruitment.com or +44 (0)7300 853160

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The Hidden Dangers of AI: A Conversation We Can’t Afford to Ignore

dangerous AI
dangerous AI

AI is no longer just the stuff of sci-fi movies - it’s shaping our reality. From transforming industries to powering everyday tools, its potential is exciting BUT is it also dangerous?

Here are some of the areas where the power and limitless possibilities with AI could, coupled with our human desire to get answers as quickly as possible, lead to hidden dangers:

Data

AI systems are only as good as the data they’re trained on. If the data is biased or wrong to begin with, then the outcomes will be too. This can lead to decisions being made or changed based on incorrect data. If companies are using AI to determine or form part of their decision-making then that data needs to be secure and correct.

Data: a recruitment-related case study

A few years ago, Amazon developed an AI hiring tool to streamline recruitment, but it was scrapped after it was found to favour male candidates. Trained on past hiring data (which was mostly male) the AI penalised CVs that signalled female involvement. This case highlights key lessons on the importance of unbiased data in AI-driven hiring:

  • Biased Data In, Biased Outcomes Out: Amazon’s AI learned from a decade of male-dominated hiring, leading it to favour men and penalise terms like "women’s".
  • AI Amplifies Human Bias: Rather than improving fairness, the AI reinforced gender disparities, proving that biased data leads to biased decisions.
  • Good Data is Essential: AI must be trained on diverse, balanced data to avoid replicating past biases. Without careful oversight, AI will perpetuate inequality.

Innovation or Intrusion?

Facial recognition, behaviour tracking, endless data analysis - AI's ability to collect and process information in a split second is unparalleled. But could this great power lead to an erosion of privacy

Automation vs Jobs

Will AI mean we are all out of a job… unlikely. The speed that automation is coming in will create opportunities in some areas, but could lead to a reduction in manpower in others, particularly in tasks that are repetitive.

Creativity

Are we poorer at maths than those before us because we grew up with a calculator to tell us the answer? AI is the ‘cheat’ to creativity that is almost impossible to resist. Will AI make humans lazy resulting in less creativity? Creativity is the cornerstone of innovation, but will we let AI be our innovators?

Regulation

As innovation races forward, regulation struggles to keep pace. From deepfakes to autonomous weapons, the risks of unchecked AI are no joke. Although the EU last year implemented a new AI act which will ban certain “unacceptable risk” AI systems, both the UK and US are wanting to remain attractive to AI investment so are offering a lighter touch more flexible approach.

So, what’s the solution?

We need to prioritise responsible innovation. Businesses, policymakers, and individuals all have a role to play in ensuring AI serves humanity, not the other way around. Transparency, accountability and collaboration are the watchwords for a future where AI empowers rather than exploits.

AI isn’t good or bad - it’s a tool, just like fire. Fire can cook your food, warm your home, and power entire cities. But, if it’s not handled responsibly or gets out of control, it can also hurt people or even burn down entire forests. AI, like fire, isn’t the enemy – it is how we utilise and control it that is key!

Get in touch

David Kingston is our Head of Technology & Transformation Recruitment. If you need help to hire or are looking for you next role in this space, please contact him on davidkingston@srmrecruitment.com

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National Careers Week: inspiring and guiding the next generation

ncw tired
ncw tired

"That was a great day Dad, but I. AM. SHATTERED!"

These were the words of my son, George (13) after spending a full day in our offices at SRM Recruitment HQ in Farringdon for National Careers Week.

National Careers Week (NCW), held annually in the UK, is a dedicated event aimed at empowering young individuals with comprehensive career guidance and resources. In 2025, NCW took place from March 3rd to 8th, offering a plethora of events, workshops, and seminars designed to illuminate various career pathways and opportunities.

This year, my son George embraced the spirit of NCW by participating in a job-shadowing experience at my workplace. His school actively encouraged students to engage with their parents' professions, providing a first-hand glimpse into the working world.

A busy but valuable day

George's day commenced with shadowing me in the office, where he observed daily operations and team dynamics. He attended three client meetings, gaining insights into professional communication and problem-solving strategies. The team welcomed him warmly, and we all enjoyed a pizza lunch together, offering George an informal setting to interact and ask questions. After the final client meeting, we headed home, with George understandably exhausted but (hopefully) enriched by the day's experiences.

The benefits of job shadowing

Job shadowing offers invaluable benefits, especially for young students. It allows them to experience a "day in the life" of a professional, helping to clarify career interests and link classroom learning to real-world applications. Such experiences can significantly boost career confidence and motivation.

George's participation not only provided him with practical insights into the working world, but also sparked meaningful conversations about his future aspirations and the diverse career paths available to him. This hands-on approach to career education exemplifies the essence of National Careers Week, bridging the gap between academic learning and the professional world.

The importance of guiding the next generation

I encourage fellow professionals to involve their children in similar experiences, fostering early career exploration and informed decision-making. National Careers Week serves as a reminder of the collective role we play in guiding the next generation towards fulfilling and informed career choices.

As for George, he finished the day buzzing but looking forward to an early night (for once)! It remains to be seen if he’ll be following his Dad into the heady heights of Tax Recruitment, but regardless I know he found it an incredibly worthwhile experience. It's so important for our youngsters to get some exposure to the working world early on to help inspire them for their future!

You can find out more about National Careers Week here: nationalcareersweek.com

You might also find this article interesting: Five reasons why job shadowing helps benefit your future career: https://bnd.nd.gov/job-shadowing/

national careers week
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Navigating a difficult employment market: actions, challenges and opportunities

finding a job
finding a job

Are you struggling to find a new role while the job market is ‘flat’? Do you feel like you’re wading through treacle?

Here's some actions that can be taken to increase your chances of success when the market is challenging.

Stay positive – the market is undoubtedly tough!

Some context; the latest “KPMG and REC UK Report on Jobs” survey published this March, concluded that we are “amidst a 28-month contraction in the job market” and “growth in starting salaries has slowed, reaching the weakest pace in four years”.

Commenting on the latest survey results, Jon Holt, Group Chief Executive and UK Senior Partner KPMG, said:

“While it is still a wait and see approach to hiring, with February data showing companies continue to hold back on recruitment, the softer decline could be an indication that expectations of further interest rate cuts and better than expected recent economic data are starting to release some of the pressures on business.

“But several headwinds to growth remain, and we should expect a Spring Statement that is fiscally constrained due to growing spending pressures and global uncertainty. Despite this uncertainty, businesses which are well capitalised will be looking for signals to support future planning and growth, and with that will come confidence to invest and create jobs.”

Clearly there is nuance to this and there are still areas and levels of the wider market that are proving to be resilient, but its fair to acknowledge that 2025 remains a challenging market for many candidates. Clearly for a CFO and a General Counsel (for example) or the most senior department head roles this is especially prevalent.

Commitment to the search:

Balancing personal commitments (we are all human after all!) with a focused job search is the largest inhibitor to being consistent in a search, so a few ideas around combating this would be:

  • Set realistic goals and SMART targets: Define what you want to achieve in your job search and set realistic timelines, that could be encapsulated around your current bonus timetable for example. What searches am I doing today? How many job applications shall I try and make today? Or, how many of my contacts in my network shall I reach out to?
  • Create a schedule: Dedicate specific times each week to job search activities, such as networking, applying for jobs, and following up with search firm/recruiters.
  • Leverage your network: Regularly connect with your professional network to uncover opportunities and gain insights (head to our website for specific advice around this).
  • Stay organised: Keep track of applications, follow-ups, and networking activities to ensure nothing falls through the cracks.

Who am I? How you position yourself:

  • Make sure you are tailoring each application: each and every hiring manager is looking for something different. A well-written job ad will highlight the most important criteria in the first few bullet points – so make sure you promote these achievements – put them at the top of your list, sell yourself and re-jig your responsibilities to reflect this.
  • Assessing how to present your proposition: don’t be afraid to ask your recruiter to run through your pitch prior to your interview – remember they have been talking to the hiring client, they should know what they are looking for and can help make sure you pitch is ‘on point’.
  • Reaching out and connecting to the line manager for the role via Linkedin, for a role you feel passionate about, carries no negative stigma in this market. Also consider people that may have a connection into the recruiting company that may be able to facilitate an introduction.
  • Another angle would be to ask someone in a professional capacity on their perceptions on your areas of strength and areas to consider. This may also help frame your thinking and how you market/position yourself.
  • The final point would be around your LinkedIn profile (check out this article more in-depth advice on this) – the importance of this as a “sales document” in many ways, but also ensure your profile is properly optimised from a keyword perspective and interacting with LinkedIn. Liking/commenting on other people’s posts will ensure your profile continues to be well optimised for search/recruitment firms and the direct hire market. Also be sure to follow companies that interest you.

Follow up is key… timing can be everything

“I never hear anything back”: frustrating as it is, both agencies and in-house talent teams are dealing with significant volumes of applications so don’t be afraid to give them a polite nudge.

  • Timing your follow up: Try to refrain from sending an email or making a call immediately after you’ve submitted your application. You are better off noting the name of the job poster, and the closing date for the role, then give your CV time to land and be assessed alongside other applicants.
  • Personalise your follow up: No “Dear Sir/Madam” or “To whom it may concern”. Send a personalised, polite and professional email, referencing the position and your relevant skills. Keep it succinct.
  • … and if you can’t work out who to talk to, then pick the phone up to the agency, or the in-house talent team and just ask.

Review/re-review your expectations

  • Most job seekers start off with a ‘golden wish list’ of criteria for their next role/challenge, whether that be location, hybrid working, job title or industry. In a sluggish and competitive job market, its definitely worth taking a step back periodically and reassessing “what is really important to me”. If you do make changes to your expectations, remember to communicate them to your network, recruiters etc.
  • Consider the Contract/Interim market – we recognise that there are candidates who may have been unfortunate to lose their role, and this doesn’t need to define you. Do speak to an interim specialist if your circumstances dictate that you can consider an temporary or interim management contract – there could be questions around IR35 and Limited Companies you may have, if this isn’t an avenue you’ve considered before.
GET IN TOUCH

If you’re a finance professional looking to make a career move and need some help, please get in touch with Paul Craggs (permanent roles) and Rob McKay (interim roles) in the first instance on: paulcraggs@srmrecruitment.com and robmckay@srmrecruitment.com

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How AI, Automations and Technology are Transforming the Future of Transactional Accounting

AI in finance
AI in finance

The field of transactional accounting is undergoing a significant level of transformation, driven by advancements in artificial intelligence (AI), automation and technology. Innovations across these areas are driving change and reshaping the way transactional accountants work, by;

  • enhancing efficiencies,
  • improving accuracy,
  • enabling strategic decision making.

These changes are also driving benefits for accountants, creating more time to focus on client management and providing strategic support to their clients.

How is the industry utilising AI and automation?

There have been vast innovations across AI and automation in recent years, with it now being a key tool in use across the industry:

  • AI powered tools use machine learning algorithms and natural learning processes in order to complete certain tasks defined by the user. These can include data entry and analytics, account reconciliation and anomaly detection, reducing the time and effort required from accountants to complete these tasks.
  • As well as completing tasks, AI powered tools can also provide predictive analytics and financial forecasting, enabling transactional accountants to identify key trends, assess risks and provide data informed recommendations to clients based on real time insights.
  • Alongside AI, the use of automation within the transactional accountancy field is transforming practices and processes. Automated accounting systems generate streamlined processes across key activities like transaction recording, financial reporting and compliance management, reducing the likelihood of human errors and ensuring consistency.
  • Automation of repetitive tasks like payroll management and invoice processing is also possible through robotic process automation (RPA). Using this type of automation allows users to provide step-by-step instructions to a “bot”, which it will continue to mimic to complete each instance of the task, saving accountants time in completing manual and repetitive tasks which can easily be automated.
  • Utilising AI powered tools and automation within transactional accountancy is a shift which can allow accountants to focus more on strategic advisory roles, freeing up crucial time for accountants to undertake more value-added activities whilst having the reassurance that key tasks will be completed consistently and accurately. AI can support accountants with insights and recommendations based on real time data and patterns, informing strategy and driving data informed decision making with colleagues and clients.

Technological Innovations in the UK

It is not only AI and automation influencing transformation across the industry, but several other technological advancements are also shaping the future of transactional accounting.

The move to Cloud computing has changed the way we work, providing access to financial data from anywhere, at any time, enabling greater collaboration and access to information when you need it. Greater security and transparency in financial transactions is provided through blockchain technologies which reduces the risk of fraud whilst allowing transparent information sharing across a business network.

The integration of big data and data analytics supports transactional accountants to derive deeper insights from financial information, identifying trends and risks to inform strategy and recommendations.

What about people?

Whilst innovations across AI, automation and technology provide opportunities for the industry to adapt how we work and support our clients, it cannot replace the human element in transactional accounting. Technology can complete routine, repetitive tasks but it can’t replace the experience, intuition and skill of transactional accountants.

Instead, technology should be used as a tool which allows accountants to focus on core activities which add value and support clients. Transactional accountants must utilise these advancements as an enabling tool when interpreting data, providing strategic advice and ensuring ethical standards are met.

Leveraging technology in the right way

Technology is only as good as the people behind it. Continuous learning, flexibility and adaptability must be embraced by transactional accountants, leveraging the advancements in technology to shape the future of transactional accountancy. Staying updated with the latest technologies, acquiring new skills and understanding how best to utilise these tools will be essential to thrive in the evolving landscape.

Get in touch

If you need help to hire or would like a chat around AI and the impact on transactional finance recruiting, please reach out to Danny Savino on dannysavino@srmrecruitment.com or call +44 (0)7375 409089. 

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The Critical Role of Cultural Fit in Hiring

Culture fit team working
Culture fit team working

Hiring the right candidate isn’t just about technical skills and experience. While a strong CV may open doors, long-term success hinges on how well a candidate aligns with your company’s culture.

Neglecting cultural fit can lead to poor retention, reduced productivity, and team conflicts. That’s why assessing cultural alignment during the hiring process is crucial.

Why Cultural Fit Matters

Company culture defines the environment, values, and workplace dynamics of an organisation. Employees who align with your culture are more engaged, productive, and likely to stay long-term.

However, cultural fit doesn’t mean hiring the same personality type. Instead, focus on “culture add” – candidates who align with your core values while bringing fresh perspectives. A diverse team that shares values but offers different viewpoints fosters innovation and growth.

For example, if your team is highly analytical, a culture add might be someone with creative problem-solving skills who challenges conventional thinking. This enhances decision-making and fosters a more dynamic work environment.

Communicating Culture Clearly

Many companies assume they prioritise cultural fit but fail to define or communicate their culture effectively. Candidates want to understand your workplace environment before accepting a role. Transparency in job descriptions, careers pages, and interviews helps attract the right talent.

Risks of Overlooking Cultural Fit

Failing to assess cultural fit can negatively impact your business. Key risks include:

  • High Turnover – Employees who struggle to integrate often leave, leading to increased recruitment and training costs.
  • Reduced Team Morale – A misaligned hire can disrupt workflows, leading to frustration and disengagement.
  • Weakened Customer Relations – Employees who don’t embody company values may struggle in client-facing roles.
  • Workplace Adaptation Issues – A poor fit may struggle with communication styles, collaboration, and expectations.

How to Assess Cultural Fit in Interviews

Hiring managers can integrate cultural fit assessments into their process with these methods:

  1. Behavioural Interview Questions

Assess how candidates have handled past situations to gauge their work style and values:

  • Teamwork: “Describe a time when you worked with a difficult colleague. How did you handle it?”
  • Values: “What are the three most important things to you in a job?”
  • Adaptability: “Tell me about a major change you faced. How did you adapt?”
  • Culture Add: “Describe a recent moment when you felt engaged and productive at work. What contributed to that?”
  1. Practical Assessments

Real-world tasks provide insight into a candidate’s problem-solving and communication style:

  • Marketing candidates – Analyse a campaign and suggest improvements. This demonstrates strategic thinking, creativity, and an understanding of audience engagement.
  • Customer service candidates – Handle a difficult client scenario. This assesses their ability to stay calm under pressure, problem-solve, and communicate effectively.
  • HR candidates – Resolve a workplace conflict. This highlights their interpersonal skills, conflict resolution abilities, and alignment with company values.
  1. Culture-Focused Interactions

Introduce candidates to team members or discuss real-life workplace scenarios. This allows you to assess how they react and whether they would thrive in your environment.

Additionally, ensure candidates have a clear picture of your company culture. Use job descriptions, interviews, and platforms like Glassdoor to communicate expectations.

  1. Temporary-to-Permanent Hiring

If feasible, hiring on a temp-to-perm basis allows for real-world assessment before making a long-term commitment.

Encouraging Open Conversations About Culture

Cultural fit isn’t just about hiring - it’s about maintaining an environment where employees feel comfortable discussing and shaping workplace culture. Regular feedback and open conversations can help strengthen team cohesion and improve retention.

Conclusion

Assessing cultural fit during hiring is an investment in long-term success. A structured approach that evaluates both technical skills and cultural alignment ensures that new hires integrate well and contribute positively. By prioritising transparency and the right screening techniques, businesses can improve retention, enhance team dynamics, and build a workforce that thrives together.

Quick Checklist for Hiring Managers

✅ Define your company’s core values and workplace culture.
✅ Communicate these values clearly in job descriptions.
✅ Use behavioural interview questions to assess cultural alignment.
✅ Incorporate real-world assessments to evaluate work style.
✅ Involve current team members in the interview process.
✅ Ensure candidates have a clear understanding of company culture before hiring.
✅ Consider temp-to-perm hiring when appropriate.