While some people like the ‘security’ of a permanent role, other finance professionals actively choose to take the interim path in their careers. Jim Smith, Business Director at SRM Recruitment, spoke to Richard Wilson who has been working as a ‘career interim’ within finance and projects for over 15 years. Jim asked Richard all about his interim experience, including the benefits interims can bring to an organisation, what challenges interims can face, and his top advice for those looking to take the interim route themselves.
First of all Richard, how did you get into the interim market?
I qualified back in 2000 and for the first few years of my career I was mainly doing BAU roles, such as month-end reporting with some splashings of project work. I then realised I wanted to focus more on project and transformation type work. In 2008 I was working in the mobile telecoms industry as a Business Controller and decided to make the jump into interim to see what would happen - 15 years later I’m still doing it.What types of roles and businesses have you worked in?
I’ve worked across such a broad range of industries; retail, IT, logistics, energy, transport, local and central government, and the NHS - you name it I’ve worked in it. In terms of roles, most of my interim project roles have been transformation and implementation focused, which is what I enjoy. I’ve been able to gain some great experience working at some big well-known companies, such as Homebase, Tesco, Tui, EasyJet, and the NHS – all decent companies and industries that have added credibility and varied experience to my CV.If anyone was thinking about entering the Interim market, what’s the one piece of advice you’d give to them?
Never underestimate culture. Each organisation has a very different culture and you have to work within different ways of doing things. That can be beneficial, for example, when I worked at EasyJet, they had a very good “can do” culture at the time, and you could just get on and do it. However, other organisations can be quite set in their ways - people don’t want to change, and that can present challenges in terms of what you can propose and what you can do – so never underestimate culture and how it can impact how you can do your job.I’d also say working to deadlines – a lot of the project work you have is a fixed deadline which you can’t move. This can be a lot of stress and work, depending on the project and the deadline. As a project interim, you’re expected to go in, you’re given a brief and you have to deliver on that. You have to work to the client’s requirements, and if you’re not used to it, it’s a big jump.
What are some of the challenges you’ve faced in your 15 years in the interim market?
Sometimes the expectations from hiring firms just aren’t right, which is always hard. Skilling up is also a big challenge: each organisation has a different process and skills required, and you’re often faced with something you’ve not seen before. As an interim you can’t not do it. You don’t have the luxury of a 3-month lead time where you can ramp up and learn it. Often, it’s just ‘get on with it’. I’ve been parachuted into a few things where I’ve just had to get on and do it, even though I’d had no previous experience in that particular project.In a previous role, I had to set up an American sales tax system, which I’d never done before – and I had to set it all up in a system I’d never used before too. You just get on with it – be a quick learner, show initiative and be proactive, that’s what you’re there for.
But ultimately this makes you a stronger and more versatile interim – it’s another skill to add to your CV for any future roles. It builds up your profile and shows that you’ve a history of just getting on with things and being able to think on your feet.
What benefits can interims bring to an organisation?
First of all, how fast we can get up to speed on things and start delivering. As a project interim, you’re not paid to have a ramp up period. Sometimes you might get a week (if you’re lucky) to get up to speed on the basics, such as new terminology etc., but otherwise you’re expected to come in and get on with the job.Secondly – the insights I can bring to a role. Because of the different sector experience I’ve had, I can bring different ways of doing things. You’re paying for my insights into how other organisations and sectors do things, and I can bring those learnings to deliver for my clients. For example, when I worked at EasyJet, they brought me in for my call centre experience from T-Mobile – how do they do it, what do they do. You’re not only getting someone who knows what they’re doing technically, but also has previous experiences from a multitude of different business. I can hit the ground running, I’ve been there, done it, got the t-shirt, so to speak. I come in, I’m told what to do, and I deliver it. It’s that’s simple. I have the ‘battle scars’ from previous roles and companies and ways of working - it’s vital and useful knowledge which I can impart on the company I’ve just joined.
In a previous role I was brought into an American firm which was experiencing some cultural issues in a recently acquired company – I ended up giving them some advice on structure which wasn’t really part of my role, but it was useful insight for them which other people didn’t have. They ultimately had the wrong people in the wrong roles. My recommendations helped the business to save money where they had hired people who were overly-qualified to do the roles they’d been brought in to do. I’m often asked for advice from CFOs/FDs outside of the scope of the role I’ve been brought in to support on.
What qualities do you feel make a good interim professional?
You’ve got to be able to roll with the punches – so resilience and having a thick skin are key: it’s not for the faint hearted. Also, sometimes to get the good contracts you have to be prepared to travel, so its important people consider that. Also, be able to handle rejection: if you put a brief or tender together, sometimes it can get knocked back, it just comes with the territory so be prepared for that. Your soft skills have to be as good as your technical skills to succeed - good listening and communication skills are so important. The ability to go in and establish relationships from the outset and get buy-in from day one is vital. You almost need to be a chameleon – you wear many coats and hats, do your job and get out.What makes a good recruiter and how have you found working with SRM?
Working with you, Jim, has always been great - you’re honest, open and tell the truth, which I fully appreciate. I’ve got 3 or 4 recruitment consultants like that who I’ve worked with for a long time.I know pretty quickly if a recruiter understands what they are talking about. When recruiters are contacting someone like me about unsuitable roles like PQ, or NQ, or accounts payable positions…they lose credibility very quickly. It’s frustrating to be sent emails left right and centre about the wrong types of roles. I now stick to the recruiters (like SRM) who know me and understand what I’m about. You know in the first few minutes if you’re talking to someone who knows the market and gets what you do, and who will bring you relevant roles.
If you have an interim finance opportunity you’d like to discuss or are looking for your next interim role, please get in touch. Contact Jim Smith in the first instance on jimsmith@srmrecruitment.com or +44 (0)7375 409089.