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Author: SRM Recruitment

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Cautious optimism in the transactional risk insurance markets stimulates low levels of W&I recruitment.

After the record highs in the global M&A market of 2021-2022 and the frenetic resourcing environment it created, followed the crash of 2023. Deal volumes decreased by 15.8 % from 2022 and 35.5% from 2021’s all-time high (source: Pitchbook). As a result, resourcing internationally in the W&I/RWI space ground to a halt across both broking and underwriting whilst teams assessed workflow and headcount requirements.

As we moved through 2023 there was varying opinions on when volumes would return (a conversation that continues!) and as a result hiring continued to stagnate.

Two areas that continued to trend away from W&I/RWI was contingent risk and tax liability insurance. As we have seen the focus move away from M&A, broking teams continued to see a good volume of enquiries in this space. Hiring as a result maintained a consistent level of activity and we saw some high profile moves internationally as a result.

2024 sees hiring requirements increase

Moving into 2024, we have seen a small increase in the level of requirements in W&I/RWI and a significant increase in tax insurance. Contingent risk focused recruitment is continuing to develop slowly and we continue to work with some of the key brokers and underwriters in this field. It will be interesting to see how these products develop (and resourcing requirements as a result) when the M&A volumes return. In a recent “2024 M&A market outlook” publication, Rowan Bamford, President of Liberty GTS said; “Even when M&A volumes return, we are unlikely to see contraction in these new products, simply because the more they are used, the more users realise how useful they are”.

Talent shortages remain

Regardless of the market conditions one theme remains consistent with 2021-22: talent shortages. We have seen numerous clients target UK law firms in the last 12 months focusing on 4-8 year PQE tax and corporate lawyers to little (or no) success. Whilst there is definitely a shortage of candidates with this level of post-qualification experience, we have seen more candidate engagement in the NQ-3-year PQE range. We have yet to see a flood of candidates through redundancies, those that have happened were absorbed into the wider employment market (law firms, in-house and insurance roles).

General consensus

The positive sentiment gleaned from our client conversations leaves us with a sense of quiet optimism for 2024 and beyond. However, if you are a hiring manager considering recruiting into your team or a candidate considering a move in (or into) transactional risk insurance; be aware the recruitment lead times are longer than in previous years.

Get in touch:

Need help with your M&A Insurance recruitment or to find your next role? Contact Rory MacSween on rorymacsween@srmrecruitment.com or 07960 983331.

FYI – If you’d like to read the full Liberty GTS market outlook, you can do so here: https://www.libertygts.com/article/bright-spots-on-the-horizon-for-m-a-in-2024

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James Rodgers joins SRM to focus on senior in-house tax hires

James Rodgers

We’re delighted to welcome James Rodgers to SRM Recruitment to head up our Tax recruitment division. James tells us about his career to date, what appealed to him about working for SRM and his advice for candidate and clients.

Tell us about your career to date?

I trained initially as a solicitor in the early 2000s, quickly realising I wasn’t going to be hot shot lawyer, so I joined the recruitment industry in 2004 working for a well-known listed global recruitment business. Early on I focused on the London Accounting and Finance market, placing part-qualified and then, later, qualified accountants into in-house commerce & industry roles. I loved it and knew I’d found something that really suited me. I worked my way up the ranks, placing more senior finance professionals and then moving into a management role where I ran a team supporting temporary and permanent recruitment for our central London clients. Since 2009 I’ve focused solely on the in-house tax market, placing tax professionals both in financial services and commerce & industry, working for both a smaller boutique search firm and a larger exec search practice. I can’t believe I’ve been in the industry for 20+ years’ now but I couldn't be more excited about the next chapter with SRM!

What prompted your move to SRM?

I’ve known the founders and some of the key people at SRM for many years and I’ve always been so impressed by what they have achieved and built to date. After 16 years in the same firm, I knew I needed to shake things up, but hadn’t made the firm decision to leave till a chance meeting with one of the founders really got me thinking. Within a short space of time, following more meetings and discussions, it became very clear to me that the opportunity at SRM to lead their tax division was huge and that I really wanted to go for it.

What was it that appealed to you about working for SRM?

Perhaps stating the obvious, but for me it was essential that I really liked and trusted the people I was going to be working with. From the founders to the whole team, I felt very confident on those two points straight away. Professionally, the opportunity to help further grow the in-house tax offering and reputation at SRM is superb. They already have a great platform in the tax market both domestically and internationally, complemented by their strong presence across finance, legal, M&A insurance, transformation and technology. Quite honestly, considering the team and the opportunity overall just felt so good that when it came to making the final decision to join SRM, it was a very simple one indeed!

Tell us about yourself?

First and foremost, I’m a family man and dad to two boys (aged 12 and 9). We live in Berkhamsted in Hertfordshire, following our move out of London in 2014. We love the countryside and it's great to be back there having grown up in the middle of nowhere in Lincolnshire and Norfolk. The boys have followed my passion for cricket as well and we’re members of Surrey CC so love getting to the Oval whenever we’re permitted! Outside of family life, I’m a keen rock climber and have been fortunate enough to climb extensively in the UK and around the world - if only I was better…but I still love it! I’m also a regular squash player as well, but the body struggles to handle too many games a week these days! Rugby has always been a big passion of mine as well - I used to coach my son’s teams but have since lost them to football which, honestly, I’m still trying to get over!

What led you to specialise in tax roles?

I really wanted to be a specialist and be known for something unique. Tax is obviously a specialism within the broader remit of finance, so it naturally followed but it just really appealed to me. I was also fortunate to work with one of the best tax recruiters around at the time - he really inspired me to focus on it. However, like in many aspects of life, it's the people themselves involved in the industry that make it a great! So, a specialist market was attractive; in larger more generalist areas it can be difficult to establish a name and brand as a recruiter - there are simply so many players. As a result, I’ve enjoyed the opportunity to build deeper and longer lasting relationships in tax where my advice, experience and discretion is really valued.

Tell us about the roles you’ll be working on?

My primary focus will be the in-house tax market across commerce & industry and financial services both in the UK and internationally, typically from Manager to Head of Tax. However, there will also be some cross-over with treasury in some cases where Head of Tax & Treasury roles exist as we’re seeing more and more of these positions in some organisations. I have always worked with a wide range of clients across sectors and industries and look forward to continuing that, but one of the real growth areas has been the newly created or “greenfield” Head of Tax/Treasury positions, so again that is an area I hope to continue to develop further. 

What do hiring managers and job seekers like about working with you?

I’d like to think I’m a relaxed, approachable and likeable guy who knows his market very well. I’m not especially comfortable talking myself up, so maybe I’m not particularly “salesy” as sometimes people in this sector can be. 20 years in the industry has taught me a thing or two, so I feel that I can add significant value to a recruitment process as a result. 

What’s your top piece of advice for hiring managers right now?

To have absolute clarity on what realistically you are looking for and can secure, and speed through the hiring process. Time kills deals!

What’s your top piece of advice for candidates right now?

If circumstances allow, be patient in your search. It can take time to find the right role in the tax market particularly at the senior level. 

Get in touch:

Need help to hire or finding your next in-house tax role? Contact James on jamesrodgers@srmrecruitment.com or call +44 7852 322955. You can also connect with him on LinkedIn here

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Building your CV: How to stand-out in the competitive UK job market

Building your CV: How to stand-out in the competitive UK job market
When thinking about starting your search for a new job, the first thing you should do is take a look at your CV. The UK has a highly competitive job market, and many hiring/recruitment managers will be inundated with CVs. In order to give yourself the best possible chance of standing out, securing interviews, and ultimately your ideal role, it’s important to make sure your CV is up to scratch and shows all the necessary information.

Here are our top tips to make sure your CV stands out:


  • It is important that your CV is formatted in a clear, concise and chronological format using bullet points, with your most recent role listed first. Ensure job titles are clear and the font is consistent and easy to read.

  • Ensure your contact information is up-to-date and listed at the top of your CV along with a link to your LinkedIn profile.

  • Try to avoid listing too many soft skills. You can achieve this by adding a ‘Responsibilities and Achievements’ section underneath each role on your CV and, where possible, adding tangible/measurable achievements.

  • Your CV does not need to be crammed onto one or two pages, although keeping it reasonably concise is important. Interviews are where you will be given the opportunity to talk about your experience in more depth.

  • Only list work history that is relevant to your current job search. Your most recent role is going to be the most important and relevant part of your CV and all prior experience will provide more context to employers.

  • When outlining previous work history, it is beneficial to add a small description on previous companies as they may not be widely recognised within the UK.

  • When listing your education history; your high school, university and post-university qualifications are relevant, however, transcripts, grades and primary school education is not relevant, so leave those off.

  • Spelling and grammar: a well-presented and thoroughly proofread CV reflects professionalism and attention to detail. Why not ask a friend to proofread your CV before sending it off? Don’t fall at the first hurdle because of avoidable typos or poor grammar.


At SRM Recruitment, we’re here to support you and your career aspirations. If you’d like further advice or have any questions on the job market in the UK, please contact a member of the team.
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Flexible working: “I am empowered and entrusted to work the pattern I need, to get the job done.”

Natasha Stoddart is a recruitment consultant working with part-qualified and transactional finance professionals in London. As a mother of two young children, she joined SRM Recruitment in 2022 after seeking a role that would allow her to work flexibly. Flexible working is something she is incredibly passionate about, so we spoke to Natasha about her experience of flexibility at SRM and if it’s lived up to her expectations.

Q: First of all, tell us a bit about your situation, why you joined SRM and why SRM’s flexible working appealed to you?


I am a mother to two young children. I was made redundant from a previous employer at the start of lockdown whilst pregnant with our second child! It can be quite daunting considering options and returning to work as a new mum. It felt like a lot to juggle, however, SRM recruitment made the transition back to work so smooth and straightforward. The main reason it works so well is the company has a flexible working policy, whereby I am not required to be sat at a desk from 8am-6pm, 5 days a week.

Instead, I work 4 days a week and get the work done. If I need to leave early for school pick up and then catch up on my work in the evening, that is not an issue. Without this flexible working it would have made it practically impossible for me to return to work, without feeling like I am constantly sacrificing the needs of my children.

Q: How has SRM’s model enabled you to balance work and home life?


I am empowered and entrusted to work the pattern I need, to get the job done. I am given support and the tools I need to do my job. There are so many statistics demonstrating the positive outcome of a workforce who feel entrusted – it has a direct positive impact on productivity and output. SRM operates a grown-up environment, the opposite of micromanagement! By being able to make time for family, work 4 days a week and work from home sometimes, I feel much more able to juggle all aspects of my life, which results in a healthy and happy employee.

Q: In your experience, in what way do you think SRM’s flexible working is different to what some other companies offer?


I have experience of working in other companies where the employees are put under pressure to hit KPI after KPI, it is frowned upon to leave work early, and working a 4 day a week would simply not be an option. It excludes people who need flexibility from the workplace, yet these people can have so much to offer and bring to the company. I recently saw an article by Forbes, which said that companies with greater gender and ethnic diversity consistently outperform the competition, so it makes great business sense for companies to offer more flexibility to their employees.

SRM certainly takes a forward-thinking approach and are the true definition of flexible. It is not a parent thing; it is a people thing. The people who work at SRM are given autonomy and if they need flexibility (however that may look) it is not an issue. No one is made to feel bad.

Some businesses still seem to think output is reliant on being in an office and at your desk 10 hours a day. However, visibility does not necessarily equal productivity. That is down to the type of people a company choose to hire. If a person is a self-starter and passionate about that job, they will be that person regardless of whether they are working from home or in an office. People do not work their hardest and their best non-stop for 10 hours a day. A study by Gallup found “highly engaged teams show 21% greater profitability” – if firms focused more on engagement and less on visibility, I’m sure they’d see some impressive results.

It is healthy to have balance, have a life, and come to work feeling passionate and energised for the work you do. I also appreciate the value SRM place on health; the company provide monthly small group personal training sessions. I know this is something other businesses may offer, however SRM offer this during working hours, which again makes it an inclusive activity.

Q: What do you think are the benefits of SRM’s truly flexible working model and why is it so successful?


Number one - it broadens the pool of people who can be employed by SRM. This means that SRM have the best people on the team, not just the ones who can be physically present all hours 5 days a week.
Number two – culture. This flexibility allows employees to live their lives, whilst succeeding at work. An empowered and engaged workforce show up with energy, passion and purpose. And having a happy and driven workforce makes a huge difference to company culture!

Here at SRM, we understand that life comes first. It’s important that our staff can find balance, which is why we operate a relaxed but grown-up environment and offer full flexibility so that people can shape the working day to suit them and their responsibilities away from the office. It’s just one of the many reasons why our people love working at SRM.
If you’d like to find out more about working for SRM, click here
https://www.srmrecruitment.com/about-srm-recruitment/work-for-srm/
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Tips for navigating the shortage of accounting and finance candidates in the NHC

By Liz Hawkins & Jim Smith

Supply and demand is currently a hot topic in the world of recruitment. The post-pandemic world is a very different landscape and there have been huge changes in the accounting and finance recruitment market from both the candidate and the client side across the Northern Home Counties.

Let’s recap on where we’ve come from


Pre-pandemic, there was certainly more abundance of candidates who were looking for a move, job flow was high and competition fierce. Then the COVID lockdowns stuck, and the job markets stalled to unprecedented levels: clients were not hiring, and candidates were staying put to ensure job security, although many were furloughed and faced uncertain futures. Many businesses were running their finance functions at minimal capacity, and it wasn’t uncommon to speak to an FD or CFO who were holding the fort and getting their hands dirty in the absence of furloughed staff.

Post-pandemic, we saw a boom in activity and a huge spike in the number of roles being advertised. Many of the furloughed candidates who were subsequently made redundant were quickly snapped up and interim candidates were swiftly placed into new assignments.

How the recruitment market today has changed


Cut to today, and we have now seen the market level off slightly, but the most notable changes have been to the new expectations of candidates and the demands from clients. Many hiring companies feel we are back to normal pre-pandemic working practices, but this simply isn’t the case. In reality, processes are very different now to how they were in the past.

The market has swung into being much more candidate led, and candidates have much more choice. Many people are still favouring home working rather than being office based and they are also seeking higher salaries in a bid to combat the cost-of-living crisis. As a result, we have found that shortlists have reduced in numbers: previously, you might have six candidates shortlisted to a role, but now it’s likely to be fewer. Employers simply have less candidates to choose from.

There are now fewer factors pushing candidates to enter the job market. Better tech and more flexible working since the pandemic has meant that employers have adopted ways of working which suit their employees better. Candidates are now a lot more comfortable and if you are comfortable, why move? Employers have also got smarter in looking after their people. Candidates who might previously have left a job due to politics or poor management are dealing with this better as they are in the office less.

Traditionally we also saw more loyalty from candidates once they were engaged in a recruitment process. However, due to the higher number of roles on the market, candidates have so much choice and it’s now not uncommon for them to leave processes midway through due to receiving another offer. It’s just another factor that hiring managers have to navigate in the process of trying to recruit staff.

Tips for hiring in the current market


At SRM, we work closely and consult with our clients to keep them informed of current market conditions so they feel educated on how best to successfully navigate the recruitment market and to ensure they can attract the right individuals to their teams.

In response to the current market, we are encouraging quicker turnaround times, from shortlist to interview and from interview to offer so that hiring firms don’t miss out on their ideal candidate. Speed really is of the essence, now more than ever before in a candidate-driven market.

If you’re a firm looking to recruit accounting and finance professionals, we’d advise giving consideration to the following points before commencing your hiring process:

  • Choice is limited: there are just not as many job seekers looking for roles as before.

  • Good candidates are ALWAYS engaged in multiple processes.

  • Working from home is hugely important to all candidates and they will favour roles with more flexibility.

  • Once offers have been made and accepted, candidates will still receive calls regarding other roles – contracts must be sent out immediately to avoid the risk of a u-turn.

  • Regular contact with candidates is essential during their notice periods to maintain engagement levels.

  • Flexibility on the hiring company’s part is very important now – have you considered an interim candidate who wants to find a permanent role? Interims have an abundance of experience gained within many different businesses and are most often immediately available, so they could potentially start a permanent role immediately.


Here at SRM, we are all incredibly attuned to these issues and partner with our clients to give them the very best chance of hiring and retaining the best people for their businesses. The recruitment market has changed considerably and so it’s more important than ever to work with an experienced recruiter who can guide you through it.

If you need help to hire permanent or interim accounting and finance staff in the Northern Home Counties, please contact Liz Hawkins (lizhawkins@srmrecruitment.com) or Jim Smith (jimsmith@srmrecruitment.com). We’d love to help.
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8 ways that working in-house can elevate your career in private practice

SRM
SRM

Moving from private practice to an in-house position is something a lot of lawyers think about in their career. However, few realise that making this move can actually offer a number of benefits for their longer-term career should they wish to move back to private practice. The transition can provide valuable insights, experience, and skill development that can enhance your legal career and make you a more well-rounded professional. You also get to be at the heart of an organization and get to know the internal operations intimately.

Here are 8 other benefits of how becoming an in-house counsel can aid your future private practice career:

  1. Diverse experience:
    Working in the industry exposes you to a different perspective on legal matters. You'll gain a deeper understanding of how businesses operate, the challenges they face, and their legal needs. This varied experience can make you a more versatile and effective attorney if you decide to return to private practice.

  2. Industry-specific expertise:
    By working in the industry, you can develop specialized knowledge in a particular sector or area of law that may be in high demand. This expertise can be a valuable asset if you return to private practice, as you'll be able to cater to clients with specific industry-related legal issues.

  3. Networking opportunities:
    While in the industry, you'll have the chance to connect with professionals outside of the legal sphere. Building a strong network in the corporate world can open doors for potential clients and referrals when you re-enter private practice.

  4. Client perspective:
    Working in the industry allows you to see legal matters from the client's perspective. This first-hand experience can help you better understand their needs, expectations, and concerns, enabling you to provide more practical and client-focused legal advice.

  5. Business acumen:
    Spending time in the industry can enhance your business acumen and understanding of commercial realities. This knowledge can be invaluable when advising clients on legal issues that have a significant impact on their business operations.

  6. Personal growth:
    The transition from private practice to in-house can be a period of personal growth and development. You'll likely face new challenges and responsibilities, helping you build resilience, adaptability, and leadership skills that can benefit your future legal career.

  7. Improved negotiation skills:
    Working in-house often involves dealing with various stakeholders, including legal counsel. This experience can sharpen your negotiation skills, making you a more effective advocate for your clients when you return to private practice.

  8. Competitive advantage:
    Lawyers with both private practice and industry experience often stand out in the legal market. Potential clients and law firms may see this combination as a unique advantage, as you can offer a holistic approach to legal matters.

Despite the numerous benefits, transitioning between sectors can also present some challenges, such as adjusting to different work environments and cultures. However, the diverse skill set and insights gained can be highly valuable in building a successful and fulfilling legal career.

If you’re considering a move from private practice to an in-house role, or vice versa and would like to discuss your options and current opportunities, get in touch with Chris Excell at chrisexcell@srmrecruitment.com

Related blogs you might be interested in:
How difficult is it to move as a lawyer from industry to private practice?
Is it best to qualify as a lawyer in-house or private practice?

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How difficult is it to move as a lawyer from industry to private practice?

It’s a question we’re often asked at SRM Recruitment. Moving as a lawyer from industry back to private practice can be challenging, but it is certainly possible and has been done successfully by many attorneys. The difficulty of the transition can vary depending on several factors, including your specific legal experience, the practice area you are returning to, the market demand for your skills, and your networking and relationship-building abilities.

Here are some potential challenges you may encounter when moving from industry back to private practice:

Skill Set Alignment
Depending on the focus of your industry work, your skills may need to be adapted or refreshed to align with the demands of private practice. Private practice often involves a broader range of legal issues and requires an ability to handle multiple clients and cases simultaneously.

Rebuilding Legal Network
If you have been away from private practice for some time, you may need to rebuild your legal network and reconnect with colleagues, potential clients, and referral sources. Building strong professional relationships will be essential to attract clients and opportunities.

Market Demand
The demand for lawyers in specific practice areas can change over time. Before making the transition, it's important to assess the market demand for your legal expertise in private practice and consider how your skills can be a valuable asset to potential clients.

Compensation
In some cases, lawyers returning to private practice may face initial challenges with the level of compensation on offer, especially if they have been out of the market for an extended period. You may need to negotiate your compensation package based on your experience and skills.

Adaptation to Billable Hours
Many law firms operate on a billable hours model, where attorneys are required to track and bill their time spent on client matters. It can be a big adjustment for lawyers to return to this system after being in a salaried position in industry.

Marketing and Business Development
As a private practitioner, you'll need to be proactive in marketing yourself and attracting clients. This aspect of the transition can be challenging if you haven't had to engage in business development before or for a long time.

Work-Life Balance
Depending on the demands of the industry job you left, transitioning back to private practice may impact your work-life balance. Law firm environments can be demanding, and managing client expectations while maintaining personal well-being can be a balancing act.

Despite these challenges, the experience and knowledge gained during your time in the industry can be highly valuable assets in private practice. Networking, maintaining relationships, and staying up-to-date with legal developments will be critical to a successful transition. Additionally, seeking guidance from legal recruiters or career advisors may help facilitate a smoother move back to private practice.

If you’re considering a move from in-house back to private practice and would like to discuss your options and current opportunities, get in touch with Chris Excell at chrisexcell@srmrecruitment.com

Related blogs you might be interested in:
8 ways that working in-house can elevate your career in private practice
Is it best to qualify as a lawyer in-house or private practice?

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Is it best to qualify as a lawyer in-house or private practice?

The decision of whether to qualify as a lawyer in-house or in private practice depends on your career goals, preferences, and the type of legal work you want to engage in. Both paths offer unique advantages and challenges, so it's essential to consider your long-term objectives and personal inclinations.

Here are some factors to consider for each option:

Qualifying in Private Practice


  1. Diverse Experience: Private practice often exposes you to a wide range of legal matters and clients. This can provide you with a breadth of experience and the opportunity to work on various cases in different practice areas.

  2. Skill Development: Working in a law firm can offer comprehensive training and mentorship, enabling you to develop strong legal research, writing, and advocacy skills.

  3. Networking Opportunities: Private practice can provide ample networking opportunities, allowing you to build relationships with other lawyers, potential clients, and industry professionals.

  4. Specialization Options: Within private practice, you can choose to specialize in specific practice areas that interest you, such as corporate law, litigation, intellectual property, etc.

  5. Billable Hours Model: Many law firms use the billable hours model, which can lead to significant financial rewards based on your productivity and performance.

Qualifying In-House


  1. Industry-Specific Knowledge: In-house lawyers work directly for a company or organization, which allows them to gain in-depth knowledge of the industry and company they serve. This expertise can be valuable for providing practical legal advice tailored to the company's needs.

  2. Business Exposure: As an in-house lawyer, you'll be closely involved in business decisions and legal matters that directly impact the company's operations. This exposure can enhance your understanding of commercial realities.

  3. Work-Life Balance: In-house positions may offer more predictable working hours and greater work-life balance compared to the (often) demanding schedule of private practice.

  4. Long-Term Career Growth: In-house roles can lead to opportunities for advancement within the company, such as moving into management or executive positions beyond legal.

  5. Client Perspective: In-house lawyers work as part of a team focused on the company's interests. This experience can help you better understand the client's perspective when dealing with outside counsel in the future.


Ultimately, the "best" choice depends on your individual goals and interests. Some lawyers prefer the fast-paced and varied nature of private practice, while others value the stability and specialization of in-house roles. Some even choose to start in one area and transition to the other later in their career. Whichever path you choose, it's crucial to stay open to new opportunities and continually reassess your career goals as you gain more experience and insight into the legal profession.

If you would like to discuss your legal career options and current opportunities, get in touch with Chris Excell at chrisexcell@srmrecruitment.com

Related blogs you might be interested in:
8 ways that working in-house can elevate your career in private practice
How difficult is it to move as a lawyer from industry to private practice?
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How to make the move from Financial Controller to Finance Director

How to make the move from Financial Controller to Finance Director
How to make the move from Financial Controller to Finance Director
Progressing from a Financial Controller to a Finance Director is an ambitious career move that requires a strategic approach, continuous skill development, and strong leadership. The scope of a Finance Director’s responsibilities are much more expansive and to take that leap you’ll need to make sure you’ve worked on the skills needed to succeed in, what can be, a highly pressured role.

We know that as your company’s Financial Controller you’ve already mastered financial analysis, budgeting, and reporting. But as the Finance Director, you’ll need to deepen your understanding of financial management strategies, risk assessment, and capital allocation. Perhaps the most difficult part of any transition from senior executive to business leader is becoming a visionary leader with the ability to communicate effectively.

Here are some key areas to focus on if you want to progress your career:

Develop Strategic Thinking


As they work closely with the Board, Finance Directors are integral to shaping the long-term vision and strategy of an organisation. Therefore, during your tenure as Financial Controller, you should familiarise yourself with the broader business landscape, industry trends and conduct competitor analysis. Collaborating with other departments to gain insight into the company's overall business operations will enable you to have a sense of the ‘big picture’. You need to enhance your understanding of how financial decisions impact the entire organisation and must learn to think beyond numbers and understand the overall business implications of Finance Director’s decisions.

Leadership and Communication Skills Are a Must


Effective leadership is crucial for Financial Directors, so work on your interpersonal and communication skills. It is likely that as Finance Director you will be managing a team and interacting with senior stakeholders on a daily basis. Seek to lead and not follow by piloting projects that showcase your ability to motivate and mentor others.

Build Your Personal Brand


Building a strong personal brand is crucial for aspiring Finance Directors as it establishes your expertise and credibility in the finance field beyond your organisation. Leverage social platforms like LinkedIn to share insights, publish articles, and engage with the finance community. Cultivating your reputation as someone who is reliable and ethical is vital, as trustworthiness and integrity are highly valued in financial leadership positions.

Find a role where you will be mentored


Being mentored by a CFO or Finance Director is also a great way to give yourself an advantage in your career progression and you should keep your eye out for roles which might offer this opportunity. As existing Finance Directors make their succession plans, it’s becoming more common to offer mentoring to FC hires, who then might move into a Head of Finance type role, reporting into an FD or CFO. Be careful not to overlook these sort of opportunities as not offering a big enough step up - remain open-minded as it could just be the opening you are seeking.

Network and Build Relationships


It might seem easier to stay in your office and not venture out, but successful Finance Directors interact with senior stakeholders, the industry and more junior members of staff on a daily basis. You have to feel comfortable talking to people at all levels. You can do this by building relationships within your organisation and beyond, by attending industry events and conferences. Take every opportunity to network with professionals from other companies and gain insights into best practices.

Move Up or Move On


This can sound a little aggressive but hear us out. If you’ve gone as far as you can in your current organisation and you feel that the opportunity to evolve isn’t there, then isn’t it time to consider making a move? Many larger organisations will often want to hire people who are already at the Finance Director level. So consider applying for Finance Director roles with smaller businesses, get the title and experience – then, when you want to take the next step, this will get you noticed, and on Finance Director shortlists against Financial Controllers from larger organisations. Also, having the Finance Director role on your LinkedIn profile will make you much more visible to recruiters and talent acquisition teams for future career moves.

Transitioning from a Financial Controller to a Finance Director requires a combination of technical expertise, leadership skills, and a forward-thinking mindset. By proactively seeking opportunities for growth, building a strong network, and honing your strategic skills, you can position yourself for success and advance your career to the executive level. But also remember that if you’re not progressing the way you want to, you’re not stuck.

SRM Recruitment works with finance professionals on a daily basis seeking to progress their careers. Speak to our expert team today for an informal conversation about your next career move.
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Role reversal: UK law firms fight back against the US invasion

Here at SRM Recruitment, we’ve commented many times about the US law firms’ dominance of the UK legal market over the last decade, especially in London.

But a recent article from Bloomberg Law suggests that UK law firms are fighting back!

Some of the largest law firms in London are looking to significantly scale up their US operations and expand by hiring in bulk from top US competitors, or exploring merger opportunities stateside.

US firms have ultimately gained their advantage in London by offering huge salary packages compared to their UK rivals. Chris Excell, head of legal recruitment at SRM commented: “The UK firms are getting squeezed out, they can’t compete with what the US firms pay.”

It’s a trend that’s dominated the legal landscape in London for years, so can the UK firms really fight back by taking the battle stateside?

Mergers between UK and US law firms are notoriously challenging and difficult to close, but if the right partner and strong business case can be found, they present an exciting opportunity for the UK law firms to scale up and win some potentially lucrative deals.

You can read the full article ‘UK Law Firms Fight US Invasion by Merging, Raiding Rivals’ on the Bloomberg Law website;

https://news.bloomberglaw.com/business-and-practice/uk-law-firms-fight-us-invasion-by-merging-raiding-rivals

Need help to hire or looking for a new role? Talk to our legal recruitment experts today. Contact Chris Excell (chrisexcell@srmrecruitment.com) or Jonathan Smyth (jonathansmyth@srmrecruitment.com)