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Category: Interim

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Why Businesses Across the Home Counties Are Turning to Interim Finance Talent

interim finance talent
interim finance talent

The interim finance market has evolved significantly over recent years. Historically, interim finance professionals were often engaged to cover maternity leave, sickness absence or short-term vacancies. Today, organisations across Hertfordshire, Bedfordshire, Buckinghamshire, Cambridgeshire, Essex and Peterborough are increasingly using interim talent as a strategic solution to support transformation, growth, change and business-critical projects.

As businesses continue to navigate economic uncertainty, rising costs, evolving technology and increasing stakeholder expectations, demand for experienced interim finance professionals remains strong throughout the Home Counties.

Why Businesses Are Hiring Interim Finance Professionals

The reasons for engaging interim finance talent have become far broader than simply covering an absence.

Many of the assignments I support involve:

  • Finance transformation programmes
  • ERP and systems implementations
  • Acquisition integration projects
  • Process improvement initiatives
  • FP&A and reporting enhancements
  • Leadership cover during recruitment processes
  • Preparation for audit, funding or investment events
  • Managing periods of rapid growth, restructuring or organisational change

In many situations, businesses simply cannot afford to wait three to six months for a permanent hire to be identified, onboarded and become fully effective. An experienced interim can often be adding value within days.

The Rise of Project-Based Finance Recruitment

One of the biggest shifts I have seen throughout 2025 and 2026 is the increase in project-driven interim hiring.

Businesses are increasingly engaging experienced Finance Directors, Financial Controllers, FP&A professionals and Finance Transformation specialists on fixed-term contracts or interim assignments to deliver specific outcomes.

Examples include:

  • Improving cash flow and working capital management
  • Building forecasting and planning capability
  • Implementing Power BI reporting solutions
  • Preparing finance functions for acquisition activity
  • Enhancing controls and governance frameworks
  • Supporting finance teams through organisational change
  • Delivering ERP implementations and finance systems upgrades

The emphasis is no longer simply on maintaining finance operations. Organisations want interim professionals who can improve them.

What Clients Are Looking For in Today's Market

Technical capability remains important, but clients are increasingly focused on a candidate's ability to deliver results quickly.

The most sought-after interim finance professionals typically demonstrate:

1.Speed of Impact

Businesses want individuals who can assess a situation quickly, identify priorities and begin delivering value almost immediately.

2.Stakeholder Management

Interims are frequently operating within complex environments and must be able to influence senior stakeholders, challenge appropriately and build credibility quickly.

3.Systems and Data Expertise

The increasing use of Power BI, SAP, Oracle, Dynamics, OneStream and other reporting platforms means strong systems capability is becoming a significant differentiator.

4.Change and Transformation Experience

Many organisations are seeking individuals who have successfully led change programmes previously and can bring proven experience into a new environment.

5.Commercial Awareness

Today's interim market increasingly favours professionals who combine strong technical skills with commercial thinking and the ability to influence decision-making.

The Current Candidate Market

Interestingly, the candidate market has also evolved.

Many experienced finance professionals who may previously have focused exclusively on permanent opportunities are increasingly open to interim and fixed-term contract assignments. For some, this provides greater flexibility and exposure to a wider range of projects. For others, it offers the opportunity to specialise in transformation, systems implementation or business change.

As a result, organisations are often able to access exceptionally strong talent that may not have been available to them several years ago.

Challenges Within the Current Interim Market

While demand remains strong, the market has become increasingly selective.

Businesses are understandably seeking greater certainty around outcomes and return on investment. As a result, hiring managers are often prioritising:

  • Relevant sector experience
  • Proven delivery of similar projects
  • Strong references and track record
  • Systems and transformation expertise
  • Cultural fit alongside technical capability

The most successful interim professionals are therefore those who can clearly articulate not only what they have done, but the measurable impact they have delivered.

Interim vs Permanent: Which Is Right For Your Business?

This is one of the most common questions I receive from clients.

A permanent hire is typically the right solution where long-term stability, succession planning and future leadership development are key objectives.

An interim solution can often be the better option where:

  • There is an urgent requirement
  • Specialist expertise is needed quickly
  • A transformation project requires dedicated resource
  • A permanent recruitment process is likely to take several months
  • Additional leadership capacity is required during a period of change
  • There is uncertainty around future organisational structure

Increasingly, I am seeing organisations utilise both strategies simultaneously, engaging interim talent to provide immediate support whilst conducting a thorough search for a permanent appointment.

The Home Counties Interim Finance Market

Across Hertfordshire, Bedfordshire, Buckinghamshire, Cambridgeshire, Essex and Peterborough, demand remains particularly strong across:

  • Interim Finance Directors
  • Interim Financial Controllers
  • Interim FP&A Professionals
  • Interim Finance Managers
  • Interim Management Accountants
  • Finance Transformation Specialists
  • Project Accountants
  • Systems and Reporting Professionals

Whilst market conditions continue to evolve, organisations that move decisively and engage the right interim talent are often best positioned to navigate periods of change, maintain momentum and achieve their strategic objectives.

How I Can Help

As Business Director at SRM Recruitment, I specialise in interim and fixed-term finance recruitment across the Home Counties, covering Hertfordshire, Bedfordshire, Buckinghamshire, Cambridgeshire, Essex and Peterborough.

I work with businesses ranging from SMEs through to large international organisations, supporting the appointment of Interim Finance Directors, Financial Controllers, Finance Managers, FP&A professionals, Management Accountants and Finance Transformation specialists.

Whether the requirement is to deliver a critical project, provide leadership during a period of change, support a systems implementation or bridge a gap whilst a permanent appointment is secured, I help organisations access experienced finance professionals capable of making an immediate impact.

Having built an extensive network of qualified finance professionals across the region, I understand both the opportunities and challenges within today's interim market and can provide honest advice on availability, market conditions, day rates, fixed-term contract solutions and hiring strategies.

If you would like to discuss the interim finance market, benchmark a requirement or simply gain insight into current market trends across the Home Counties, please feel free to get in touch.

Liz Hawkins
lizhawkins@srmrecruitment.com
+44 (0)7508 956587

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SRM: The First Decade

celebrating 10 years of SRM
celebrating 10 years of SRM

There is a particular kind of madness that grips people when they decide to leave perfectly good salaries behind and start something from scratch.

It might include a good helping of self-confidence, a light sprinkling of bravado, and a detailed business plan that doesn't survive initial contact with reality. In the case of Andrew Setchell, Stewart Robertson and Rory MacSween, who between them comprise the ‘S’, the ‘R’, and the ‘M’, of SRM - it also entailed the ability to respond rapidly to an unrelenting decade of events, and emerge smiling at the other end.

After 10 years in business, SRM Recruitment has grown from three men and an idea into one of London's most respected specialist recruitment consultancies - placing senior finance, tax, legal and M&A insurance professionals across the UK and internationally, with offices in London, Guildford and Welwyn Garden City, and a team of over 20 specialised professionals.

Easter 2015. Over the top.

The founding story began, as many good ones do, with a question that needed answering. Andrew Setchell had spent four years as an accountant at PWC before moving into recruitment in 1996, eventually running large teams at Michael Page and Robert Walters. By Easter 2015, he was considering the next decade, and wondering ‘why’? Why had the industry where he’d worked for twenty years traded genuine consultancy for the kind of relentless, funnel-driven, phone-bashing culture that made good recruiters miserable and clients feel like they were being processed rather than helped?

"I always wanted to do my own thing, but I'd never do it by myself," Andrew says. "I needed like-minded people." He found two.

Rory MacSween had come to recruitment via a rather more scenic route; the British Army, then Michael Page and Robert Walters, before carving out a niche in the then-nascent world of M&A insurance. Stewart Robertson, a Modern History graduate from Royal Holloway who had also come through the big corporate recruitment machine, had arrived at similar conclusions independently. "We were all having the same conversations," says Rory. "It felt very transactional, like you were turning a wheel. Hard to put your stamp on something."

What gave them the final push? A developing conviction that there was a ‘better way’ - borne of watching floors empty during the financial crisis, observing management endlessly meddling, and noticing the business become, as Andrew puts it, "all about volumes". "The big corporate firms believed the brand was bigger than the person," says Andrew. "But for a medium-sized player, it's far more relationship-driven.” The new way had to be different. More consulting, less funnel. More relationship, less brand.

They handed in their notices in March 2016, collected their bonuses, and launched SRM just as the country was about to vote on Brexit. "We thought: Conservative majority, remain wins, markets go boom, we catch the wave," recalls Stewart, with a rueful laugh. "Yeah."

The First Year: Hard Lessons and Good Hires

The early days had a certain chaotic energy. For a while Stewart worked from his back garden shed. Rory and Andrew sat at a shared WeWork at Fox Court, where the ping pong tables and complimentary evening beer represented either a wonderful startup ecosystem or a terrible productivity environment, depending on the time of day.

The business plan — built partly on the assumption that blue-chip client accounts would follow them from their previous employer — "was out the window within twelve months." More pressingly, litigation arrived in the form of legal letters from past employers, designed, as Andrew notes, "to take up oxygen." It worked, for a while, but was resolved. "It did take a toll," he says. "But it also tempered the risk. You learn a lot about people. And about each other.”

But the wins came. After ten or eleven months of grind, they had back-to-back strong months. The model was working. Rob McKay and Dave Kingston, two early hires who took a genuine leap of faith, are name-checked with real warmth; "they came when we were literally nothing, and remain central figures in the business today.”

The Decade in Brief: Brexit, Covid, and the M&A Freeze

SRM has been tested by just about everything the last decade could throw at it. Brexit, which was timed with spectacular bad luck to coincide with their launch, initially caused a sharp intake of breath before proving broadly manageable. Covid was different.

"Bar one client, all live mandates were cancelled or put on hold indefinitely," says Stewart. "Overnight." That single remaining client — who happened to complete an acquisition at the exact moment lockdown was announced and needed an entire finance function recruited — thankfully kept things ticking over. Then, almost as suddenly as it had stopped, the market came roaring back. 2021 and 2022 were "by far our most successful years." Brexit had thinned the pool of European talent, demand was surging, and SRM leaned hard into genuine consultancy; helping clients navigate everything from sponsorship licences to employment law.

Then came 2023. The M&A market, which had been running hot, cooled sharply as interest rates rose and deal flow dried up. "Summer 2023 was still pretty good," says Andrew. "Then the kids went back in September and it wasn't the same September as the year before."

They navigated it, as they have navigated everything, by staying lean, diversified — and doing what smaller, more agile ‘boutique’ firms can do better than large ones: pivot fast — "it's rare that every part of our business is pulling back at exactly the same time, and that is a strength not a weakness.”

What Makes SRM Different: ‘Relationship Led. Data Driven.’

Ask the founders what sets SRM apart and you get a consistent answer: they recruit experienced people, give them autonomy, and get out of the way. No KPIs. No call-rate targets. No boiler-room atmosphere. Flexible working was already the norm at SRM, before Covid ever arrived. "The least experienced person in our business has seven years of recruitment experience," says Andrew, "we gladly recruit people with grey hair. With no hair…" he adds with a knowing smile.

The approach — which they describe as closer to search than traditional contingent recruitment — is built on a simple observation: the best outcomes come from relationships, not volume. "You just need really good relationships to get the same return without the flannel," says Andrew. "The big firms didn't work that out because they thought the brand was bigger than the person."

The Next Ten Years

"Everything you hear is how quickly AI is going to change our world", says Stewart, sanguine but clear-eyed about the future. The consensus among the founders is that AI will help them work faster, but that the fundamental value of what they do — human judgment, market intelligence, discretion, the ability to sit over lunch and map out someone's career — is not something an algorithm can replicate. "I had lunch with a client last week," says Rory. "We drew up a list of businesses he was interested in. By 5pm I had him an interview at one of them. I can't envisage a world where AI does that. Human interaction can’t be overrated.”

Andrew has a bolder prediction: as AI takes over junior professional work and graduate hiring shrinks at the big firms, newly qualified accountants and lawyers will become rarer and therefore more valuable. "Supply goes down, price goes up.” As for what comes next for SRM itself: growth, yes. New sectors, possibly. Selling? "We've never seriously sat down and discussed it," says Andrew, adding, “we want to create a space for every employee to earn six figures.”

And the most important thing about the next decade? "If we have a business in ten years that still holds the values we set out with," says Rory, "I'd be incredibly proud of that.”

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Joe Bennetts joins SRM’s Finance Recruitment team in Guildford

Joe-Bennetts
Joe-Bennetts

We’re pleased to welcome Joe Bennetts as a Business Director to SRM Recruitment’s Guildford finance recruitment team. Joe tells us a bit about himself, the roles he’ll be working on, and why hiring managers and job seekers like working with him.

Tell us a bit about yourself? 

A proud Devon boy through and through, I’ve been in recruitment since I left university and I realised I was about 2 foot too short to be a rugby player! I had some friends who had gone into recruitment and thought I’d give it a go, and a few years later I’m still giving it a go so I must be doing something right. Outside of work, when I am not chasing 2 kids around, you can find me still pretending I can play rugby (although the body is slowly giving up on me!) playing golf or more recently, following the trend of playing padel.

Tell us about your career to date?

I started in recruitment back in 2011 after finishing university. I didn’t really know what recruitment was to be honest but the idea of building relationships and not being sat behind a desk all day really appealed to me. I joined a large FTSE 250 where I had some amazing training and guidance and went through the ranks pretty quickly. After relocating to the South East back in 2016, I’ve since focused on recruiting finance vacancies across the area. I love the variety of people and businesses I get to work with from P.E carve outs to leading technology companies meaning no two days are the same – it really does fascinate me!

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

My paths had crossed inadvertently with Stewart Robertson and a few of the other people in the team and I had heard amazing things about them which were only reinforced when I met them for a coffee. Stewart, Andrew and Rory share the same fundamentals as I do which is work hard, deliver a good service and to make the recruitment process as seamless as process for everyone.

Their views and the way they see recruitment really aligned with me and it didn’t take much convincing from them for me to join!

Tell us about your remit at SRM? 

Working closely with Sam, George and David in our Guildford office, my remit is to offer a top quality, honest, relationship driven approach to recruitment in the area, focusing predominantly on the qualified finance space.

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

You’d have to ask them! I do try to be as honest as possible no matter how difficult that conversation can be sometimes though and equally, I won’t promise anything I can’t deliver on.

However, given the length of time I have spent operating in the market, I like to think I can offer a huge amount of market insight, from salaries to competitor analysis. For me, it isn’t about making a quick placement but how I can go about building relationships that prosper for years to come.

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

Act quickly and partner with SRM! The competition for top tier talent in the market is still as competitive as ever. Have you done your internal due diligence? Has the role been signed off, has the interview process been ironed out, do they need to do a case study, testing etc.? Hiring processes are a two-way street and making it as seamless as possible is going to be a great sales tool if you’re expecting to hire the best talent for your role – especially if they have multiple process on the go.

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

Always keep your CV up-to-date and never stop expanding your network – in this market it is always best to be on the front foot. Keep the CV updated as you go and spend some time networking and keeping in touch with people whilst keeping your personal brand up-to-date and relevant. You never know when you going to need it.

get in touch

Need help to hire or find your next finance role in the South East? Contact Joe on joebennetts@srmrecruitment.com or call +44 7879 497044. You can also connect with Joe on LinkedIn here

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Sam Morgan joins SRM’s Finance Recruitment team in Guildford

Sam Morgan Business Director
Sam Morgan Business Director

We’re delighted to welcome Sam Morgan to SRM Recruitment as a Business Director in our Guildford finance recruitment team. Sam tells us a bit about herself and what prompted her move to SRM. She also shares about the roles she’ll be working on, and her advice for hiring managers and job seekers in the current market.

Tell us a bit about yourself?

I started work in recruitment in 2001 purely by accident! I was registered with an agency who placed me in a role for a maternity cover and when that contract came to an end, we were discussing my options for what was next, when I was told to sell them the desk fan in the corner. The rest is history and I’ve been in recruitment more of my life than I haven’t!

Tell us about your career to date?

In 2001 I started my first recruitment role; it was high volume Business Support and Industrial and in one shift I had 30 temps working. I was even known to go and pick candidates up and drop them to work for a night shift, so I knew my client wouldn’t have anyone let them down. I answered the phone in the office one day and it was a rec-to-rec; I wasn’t even looking for a new role and suddenly I was in process to work for an international market leader. It was a great role where they offered continuous training and clear progression; I remember when I first started I was told I had “big shoes to fill” which felt like a challenge to me… as it turned out, those boots were too small for me. I stayed there for over 8 years and only left to go on maternity leave. I knew in my heart I wouldn’t be going back and instead used it as a perfect time to make a change.

Following my maternity leave, I went on to work for another well-known business for 4 years and then a smaller local agency for almost 11 years which I was made redundant from in early 2025. I took a break and started with SRM in November 2025 and its honestly the best decision I could’ve made.

What prompted your move to SRM?

Redundancy prompted my move to SRM, but I already knew Stewart (Robertson) and Andrew (Setchell); we reconnected after I knew I would be looking for a new role - a coffee and a ‘meet the team’ later, here I am!

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

Expertise and client and candidate focus. It really stood out that everyone is a proven specialist in their market and they really go above and beyond for our clients and candidates. It’s not a ‘one size fits all’ approach and it’s not about hitting KPIs - it’s about delivering a consultative service and maintaining long-term relationships. I’ve worked in businesses whereby you can only work certain geographical locations so if a client moves out of your remit you have to pass them on. A relationship is with an individual not just company name; its built-on trust and delivering what you say you will. Working for a great brand it so important but clients don’t just engage with me because of the company I work for. I’m fortunate that some of the clients and candidates I work with today are people I have worked with since early on in my career.

Tell us about your remit at SRM?

I manage the temp and perm transactional and qualified Finance market in Surrey and Hampshire; I also look after Business Support. The geographical market I work in is the same as when I first started in 2001 - I have always operated in the same area, so I like to think I know it better than most recruiters.

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

Hiring managers often comment on the fact that I get the team fit right - I know exactly the type of person that they are looking for. You can teach someone the skills to do a job, but you can’t teach them to fit in and their work ethic. I really get to know the candidates I’m working with - it’s not just a process of finding them a new role, it’s about knowing where they would fit in and their capabilities. I have candidates who work exclusively with me who have said they don’t need anyone else to represent them as I have always found them a role and have never let them down. Honesty is also key with hiring managers and job seekers; I always put myself in their shoes and treat them how I would want to be treated. I have recently placed roles with two clients who used to be my candidates.

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

My top piece of advice for hiring managers is to build a relationship with a recruiter who understands your team and the organisation. A CV doesn’t bring a candidate to life, but a good recruiter can - they can answer questions a CV doesn’t. Speed is also key, if you don’t keep a process moving, it will lose momentum and you risk losing candidates.

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

Triple check your CV! Ensure your CV is up-to-date, make sure it doesn’t contain any errors as attention to detail is key - there is no excuse for spelling mistakes or grammatical errors when you can use tools online to double check it. Your CV is your first impression on a recruiter and a client; they see that before they see you. It’s so important that your CV sells you initially as that will be what opens the door for you. Once a recruiter has made contact you can then work on your CV together before it goes to a client. You want to stand out from other candidates, so don’t blend in! My other piece of advice would be to contact me if we are not already connected - I am currently working on some great opportunities and it’s all about timing. I may not have a suitable role for you now but the market changes all the time.

Get in touch

Need help to hire or find your next finance role? Contact Sam on sammorgan@srmrecruitment.com or call +44 7983 277162. You can also connect with Sam on LinkedIn here

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

finance interim
finance interim

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

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

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

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

1-Interims get up to speed quickly

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

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

2-They protect your existing team

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

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

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

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

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

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

4-They often bring broader expertise than expected

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

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

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

5-They offer real flexibility

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

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

6-They bring a fresh pair of eyes

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

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

7-You only pay for what you use

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

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

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

Final thought

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

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

GET IN TOUCH

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Q: How did your finance career start?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Get in touch

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

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Steadying the Ship in Uncertain Waters: Why Interim Finance Talent is Delivering Real Value This Quarter

finance meeting
finance meeting

Finance Hiring Outlook – Q3 2025

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

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

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

What’s going on locally

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

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

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

Why interim talent works right now

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

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

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

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

Thinking ahead? Why now is the perfect time to act

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

Q3 gives you a golden window to be proactive:

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

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

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

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

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

 

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

job interview hand shake
job interview hand shake

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

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

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

Here’s what they said…

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

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

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

Keep interviews focused, transparent and timely:

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

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

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

Timeliness doesn’t mean rushing decisions:

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

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

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

Structure for stronger hires:

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

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

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

In summary

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

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

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

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London Finance Update: What Australians and New Zealanders need to know before making the move

Finance Market Update
Finance Market Update

Finance jobs in London remain a top draw for Australian and New Zealand Youth Mobility Visa (YMV) holders, though 2024 has seen a slight dip in arrivals compared to the previous year.

In 2023, 9,900 Australians and 5,300 New Zealanders entered the UK on a YMV. This fell to 9,754 Australians and 4,304 New Zealanders in 2024 - a combined drop of around 8%.

Several factors could be behind this slowdown: the increasing cost of the visa itself, rising living expenses across the UK, and ongoing uncertainty in the employment market. Despite this, London continues to attract finance professionals with its strong career prospects, travel opportunities, and vibrant lifestyle.

As we moved through the end of 2023 and into 2024, we've seen a noticeable shift in candidate behaviour and employer expectations - particularly around salaries, job search timelines, and how individuals structure their move to the UK. Here’s what finance professionals should consider before booking that one-way ticket.

Salaries: A Strong Draw, But a Calmer Market

London salaries in the finance sector remain 20–50% higher than those in Australia and New Zealand for candidates with comparable experience. This continues to be a major motivator for those relocating.

That said, businesses are facing their own pressures - with tighter budgets and recent National Insurance increases, many employers are taking a more cautious approach to hiring. While demand remains, the frenzy of 2023 has eased.

This is especially evident for newly qualified (NQ) professionals transitioning directly from practice. In 2023, it was rare to secure a CA-qualified candidate for under £60,000. Now, salaries have stabilised, with most offers falling between £55,000–£60,000, often alongside discretionary bonuses.

The message? The opportunities are still there, but expectations should be realistic and flexibility is key.

Timelines: Speeding Up, But Still Requires Patience

Earlier this year, new arrivals were typically taking up to six weeks to secure a role. According to data from Global Careers HQ in New Zealand, that timeframe has since improved slightly to around five weeks.

One of the biggest challenges we see is misaligned expectations. Many candidates move with advice from peers who landed roles in previous years — when market conditions were very different. In the current climate, it’s important to understand that things may take a bit longer, and the path to employment might not be as straightforward.

Securing a role before arriving in the UK remains uncommon, particularly for those eyeing interim or temporary roles. However, strong CVs, relevant qualifications (like CA or CPA), and proactive networking can help candidates stand out in a more competitive market.

Search Strategies: The Early Bird Catches the Job

In the past, many candidates would travel for months before settling in London, arriving in September or October without raising eyebrows. That approach doesn’t quite fly in today’s market.

With job vacancies down 20% toward the end of 2024 and ongoing economic uncertainty leading to a dip in business confidence, candidates are now taking a more structured approach to their move.

We're seeing a shift in mindset: people are arriving earlier in the year, prioritising job and accommodation security before the traditionally quieter summer months. This strategic planning not only improves job prospects but also helps with settling into London life with greater financial stability.

Final Thoughts: Planning and Perspective are Key

The UK still offers a fantastic launchpad for Aussie and Kiwi finance professionals, but those looking to make the move in 2025 need to do so with their eyes wide open.

Yes, there are challenges: fewer vacancies, stabilised salaries, and more competition. But the rewards are still very much on offer for those who plan ahead, stay flexible, and adjust expectations to the current market.

At the end of the day, London’s finance scene isn’t just about the job; it’s about the lifestyle, the experience, and the doors it can open in your career. Just be sure to pack a plan along with your passport.

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Career Journey Spotlight: Q&A with Jason Smith, VP International Finance at Papa Johns

client Q&a - Jason Smith
client Q&a - Jason Smith

Luke Higgs, Regional Director at SRM, recently caught up with one of our long-standing clients, Jason Smith, to hear more about his career, his role at Papa Johns, and his experience working with SRM on a major finance recruitment project.

Q: Tell us a bit about your career to date – what led you to your current role at Papa Johns, and what does your role involve?

I’ve been lucky to work for some fantastic organisations with great leaders and teams. My career has always been in finance, working with consumer brands in the leisure and hospitality space. That’s included big corporates like Whitbread and TUI, as well as private equity-backed companies like TGI Fridays and David Lloyd.

Breadth of experience has always been important to me – I’ve worked across a wide range of finance disciplines, from commercial business partnering to accounting, financial control, shared services and finance transformation.

The opportunity at Papa Johns came about unexpectedly and quite organically – it started with an informal catch-up with a former colleague, which eventually led to me being offered the role. I’ve now been here just over a year. The international business covers around 2,500 restaurants across more than 40 countries, so it’s a broad remit. I lead the finance team and am responsible for finance strategy, planning, and commercial decision support.

Q: What’s been your biggest challenge – or biggest success – in the role so far?

I’d never worked in quick service restaurants (QSR) before, so it was a new environment for me. I’d say my biggest success has been leading the transformation and implementation of a new in-house UK finance team. Alongside that, I’ve been focused on providing financial leadership to our operations teams – helping to keep everyone aligned on the areas that really drive performance.

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

It’s changed a lot. When I started out, finance was much more focused on reporting and control. These days, finance leaders are expected to be strategic advisors – not just number crunchers. With the sheer amount of data available now, we’re able to support faster, smarter decision-making. It’s not just about managing the budget anymore – it’s about helping shape the future of the business.

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

A few things, really:

  • Try to get as much breadth of experience as possible, rather than specialising too early. When you’re looking at a new role, think about how it will set you up for the next one and how it fits into your long-term career plan.
  • Get under the skin of the numbers. Really understand what’s driving them, and spend time with the operations teams – that’s where you’ll get a real understanding of the business.
  • And finally, focus on building strong relationships right across the organisation. It makes a big difference.

Q: We recently worked with you on a large recruitment project to hire 15 finance professionals into your team. Why did you choose SRM as your recruitment partner?

Recruitment is all about relationships – both from a client and a candidate perspective. I’d worked with SRM before on specific roles when I was at TUI, and they always understood the brief well. This was a large-scale project that spanned different locations, so working with one recruiter who could cover the full geography made sense.

Q: How did you find working with SRM on this project? What did we do well?

It was a good process overall. SRM provided dedicated resources for the different types of roles, which worked really well. They really understood the roles and the kind of candidates we needed – the quality of the shortlists was impressive.

Q: Were there any challenges during the project, and how did you overcome them?

There are always challenges when it comes to recruitment – it’s just the nature of it. But we tackled them by working closely together and making decisions quickly when needed.

Q: What advice would you give to someone thinking about working with a recruiter? How can they get the most from the partnership?

Make sure your recruiter really understands the brief – not just the job description, but the type of person who’ll thrive in the role. Don’t be afraid to be challenged either – a good recruiter will offer alternative views and help you see things from different angles.

get in touch

Huge thanks to Jason for taking the time to speak with us!

If you are looking to hire for your Finance team or make a career move yourself and seek a specialist recruiter who truly understands the market, we're here to help. Contact Luke Higgs in the first instance on lukehiggs@srmrecruitment.com or call +44 (0)7947 272862.