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Professional Network: What is it and how best to utilise it?

people networking

So you've just started your job search and the one thing you hear over and over again is: "make sure you speak to your network"!

But what does this actually mean? You may be like the vast majority of the market who don’t regularly network.  You're just too busy with work and family life, and that's fine. But fear not, you’ll actually have more of a network than you think. And using your network is incredibly important when it comes to finding and securing that all important next career move. 

These are the two main networks you should use to facilitate your search: 

1. Traditional network

This will consist of former colleagues and bosses. Whilst not the furthest reaching of networks (as it depends mostly on them having the right job at the right time), it is still important to have other people know that you are on the hunt for a new role. So tell them! You just never know who might know of someone hiring at your level and can recommend you. 

2. Professional network

This is the most important network to make aware that you're on the lookout for a new role. But what is this network? Think of professional advisors (audit partners, lawyers, corporate finance advisors or managing consultants) you have worked with. Their job entails a lot of business development and meeting people in similar industries. They will know more and be a position to mention your availability more than you think. An introduction or recommendation from a trusted advisor carries a lot of weight, so make sure you make the most of these people in your network - keep them informed if you're on the lookout for a new challenge.

Utilise all your networks to your advantage

The more people who know you are looking for a new role, the more opportunities that will come to you. So where possible, use both your traditional and professional networks to your advantage. The world can work in mysterious ways, so do not be afraid to utilise that professionally.

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LinkedIn: is it as important as your CV?

LinkedIn and CV

The job market changes all the time, but there was a point in 2018 when we had a miniature big bang moment: LinkedIn adding the 'open to work' banner. This allowed you to signal to the world that you are actively looking and thus making it easier to for potential employers to find you. Think of it as LinkedIn’s Tinder-fication moment.

But other than the added reach, what does it all really mean when getting ready to start your job search? This article will outline why LinkedIn is fast becoming as important as your CV.

Who is looking at you on LinkedIn?

In short, a lot of people! LinkedIn puts the number at 1 billion globally and around 35 million in the UK alone. Now obviously not all of these people are relevant to you finding your next role, however, 97% of talent professionals (agency recruiters or in-house talent teams) will use LinkedIn everyday for candidate searches. This is a “passive” route to market which, if prepped properly, will increases your chances of finding the perfect role.

How to think about your LinkedIn profile

Essentially, you need to think of it like your CV, but with an added focus on keywords. Why? Well, this comes down to what LinkedIn is. It is to all intents and purposes a huge database, and searchable keywords means you are much more likely to be found.

Open to work – yes or no?

Quite simply: YES.

To reassure new people to the job market, LinkedIn has a built in feature meaning people from the same organisation can’t see if you have switched on the 'Open to Work' banner. 

Format

This should essentially be the same as your CV.  We've another helpful article on just that, which you can access here. 

The differences to be aware of:

Contact details - it's your choice over whether you include contact details on LinkedIn. As long as you regularly check your Inmail, then adding personal contact details to a public forum isn’t needed. However, if you are comfortable with people contacting you directly then you may get more traction by adding them. It ultimately depends on how you wish to be approached.

Qualifications – these should be listed under the 'Education' section. There will be an option under “schools” to find the relevant professional qualification.

Key skills check boxes – when filling out your experience in each of your roles you will be given the chance by LinkedIn to check a number of key skills boxes. Whilst this speeds up the process and makes sure you are hitting the “keyword quota”, it doesn’t tell your story well. By all means use this tool, but make sure to include details on your Responsibilities and Achievements for each role. 

Recommendations – view these as publicly visible references. Two or three will give your profile added weight when people are reviewing it.

Conclusion

Be sure to give LinkedIn the time it deserves. Given its ability to help attract opportunities to you, it is as important (if not more) than the traditional CV. Do not be afraid to put the majority of your recent CV experience directly on to your LinkedIn profile.

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How to make your CV impactful in an ever more competitive job market

CV: The bastion of the job search, the document that opens the doors, but is it still relevant?

You see lots of missives on the death of the CV, turning experience into ever fancier documents, slides, decks etc etc. The answer; your CV is still extremely relevant and spending time on it is one of the most important things you will do in prepping for your job search.

How to think about your CV.

Format:

Your CV should first of all include all the necessary core information (see below for more details) followed by your experience (in chronological order) with the most focus on your most recent job, tapering off towards your earlier career. Your latest job is the most relevant to your next role, so put the most detail into that.

Length:

I’m a firm believer that all relevant experience should be on the document, meaning the traditional two-pager isn’t always achievable. However, if you taper the amount of detail as you get further back in your career then you will genuinely keep your CV to a sensible length.

Core information:

The basics – name, contact details (you’ll be surprised in the digital world how many people leave off a contact number), relevant educational stages (professional qualifications etc.) and a list of relevant IT systems used. After your experience, be sure to include a section on your interests - think about these and make them thoughtful.

Added extras – a summary (one sentence or a couple of bullet points, max) on your key skills gained during your career. These could be a brief mix of technical and softer skills. This shouldn’t replace specific job experience, but be more of a brief overview.

The main body: the job experience

In this section, it is important to think about your experience through a particular prism. What is your next employer looking for? A good analogy to use is; your CV is an answer to the questions set by the job description. The employer will have spent time putting together a job description - rightly or wrongly both the line manager and any third parties (internal talent teams, recruitment agencies etc.) will use this to judge you against the competition. The more your CV positively answers the job description, the more likely you are to get an interview.

Now ideally you would have the time to tweak your CV for every single application you make, but we are all aware that time is short so having a more focused generic CV is important. How do you achieve this?

  • Keywords – each job you are trying to obtain will have core keywords no matter which business it is with. These tend to be in the main “responsibilities” section of the job description. Use them in your CV where possible - it sounds like painting by numbers but remember not everyone that sees your CV will be an expert in your field. Some will be looking at your type of experience for the first time, so make it obvious! 
  • Responsibilities Vs Achievements – having read the first point, you may feel that a list of responsibilities is enough to get that interview. It isn’t. The responsibilities section will give the employer the confidence you can technically do the job. However, the achievements section will then give you the opportunity to expand on how you have used your skills to go above and beyond, thus making you stand out from other applicants. 

In summary: 

    • Responsibilities: short bullet points mirroring job description focus.
    • Achievements: longer bullet points expanding on your relevant skills.

Conclusion

Your CV is a marketing tool to enable you to meet the business you would like to work for. This means you have to objectively look at in this light. Putting yourself in the shoes of potential hiring managers will focus the mind on skills that stand out, not those that are too specific to your current or most recent role.

Above all else, enjoy the process, engage with it and ultimately be proud of what you have achieved to this point.

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4 Essential Things Senior Finance Leaders Should Consider Before Initiating A Career Move

Background: Buy-backs and why you should avoid them

Buy-back: when an employer offers a resigning employee more money in an attempt to get them to stay.

LinkedIn and the recruitment industry as a whole, sadly, is awash with advice on how to manage a “buy-back” situation. The majority of this advice has been done to death and often features, largely made-up, statistics around how many candidates will go on to look for a job once they’ve accepted a buy-back. Granted; at the CFO level, due to the nuance involved in it, these numbers are far fewer. There is an old quote that says ‘73.6% Of All Statistics Are Made Up on the spot’ – often because it serves the narrative at hand.

But what all of this advice fails to address is that on a basic level, buy-backs are not good and they are something you should want to avoid in the first place. Of course, it’s flattering to receive a buy-back when you hand in your resignation, and why shouldn’t you receive one; after all you’re a great employee! But it should never reach the point where it’s actively being considered - if you’ve gone through the steps we’ve outlined below, you’ll know that the decision you’ve taken to leave is the right one and you won’t be swayed by guilt/loyalty/more money [delete as appropriate] into staying. 

Important things to consider before you start looking for a job

From SRM Search’s perspective, there are several measures that CFOs and senior finance professionals can take before they consider initiating a search. From our own experience in early conversations we may have with a Finance Director or a CFO, as much as 15% of them will re-evaluate a career move in some form once we’ve discussed these points with them.

So here are a few areas to evaluate before an external search is even initiated, and by initiate we mean the sharing of a CV with a recruiter/search firm or applying to an external role. Our advice is that the following is treated almost as a “flow chart”. Across this we’d clearly recommend that a dialogue is initiated with your current line manager (where appropriate of course), but before that, you should consider the following four key areas:

  1. Assess your current role/responsibilities and challenges

Frustrations with our current roles can often be short-term. Critiquing your current role and assessing whether you can expand your responsibilities or make adjustments is an important step in career growth. Before deciding to leave your current job or seek new opportunities, it’s worth considering how you can enhance your current role to better align with your goals and satisfaction. Consider:

  • What you enjoy most about it and what the medium-term horizon is for this changing? If your company is expanding or making acquisitions, for example, clearly there is scope here for things changing (hopefully for the better).
  • What are your frustrations and how practically can these be addressed? An obvious example here at the mid-levels of the finance profession may be down to pay. In a tight labour market, as we have in the UK, you may be surprised how open your direct line manager may be to discuss how this might be addressed.
  • Be solution-oriented: when considering potential changes/amendments to your role or a desire for a promotion, focus on solutions that address both your needs and your current businesses needs or goals. For example, propose how expanding your responsibilities can help achieve key business objectives or improve efficiencies.
  • What is the wish list of development areas you feel you need? Perhaps having spent some time speaking with your external professional network can determine or influence how likely you can address this by making a move to another business.
  • On the basis that you decide there is further professional development or experience that can be gained from your current role, establish some set goals; how are you going to measure this and devise a timetable to work towards.
  1. Speak to your professional network

Speak to your professional network outside of your current organisation (separate to a search firm). This could even be as binary as writing a list of people that will speak for you, and who would be “useful” for you. In isolation this is a very worthwhile exercise anyway. These contacts are likely to be brokers (for CFOs), professional advisors such as lawyers, corporate finance contacts and audit partners. For candidates below, say, FC level, this could be your cohort from time in practice, if you are an ACA.

We appreciate completely that not all are practical and it’s clear that you cannot risk conflicts of interests. We would suggest that when looked at forensically, your list will be longer than you’d have envisaged. Asking for advice around the market but also feedback about your engagement in a professional capacity can often lead to some interesting discussions and may shape how you view something externally. Our advice would be always to start here following your evaluation on your role, as outlined above.

  1. Utilise Professional Network Communities

The rise of professional network communities has significantly transformed the way passive and uncertain job seekers explore new opportunities. The "Instagrammification" of LinkedIn has unquestionably made accessing these networks more accessible and personal.

One standout example is the NOVA Community, a network of over 500 senior female leaders who come together to collaborate, share experiences, and engage in meaningful conversations. This community exemplifies the power of professional networks that blend online interaction with offline connections. Members can discuss challenges, celebrate successes, and provide advice, offer/receive mentoring in a judgment-free space. Historically groups similar to NOVA were only focussed on the CFO end of the market, and this has certainly changed. In NOVA’s example, they offer an FC level cohort and a “just market curious” board.

  1. Consider a career coach

A coach isn’t needed in all situations or levels, but technology has made career coaching more accessible through online platforms like BetterUp, Coach.me, and LinkedIn's career services. These platforms allow professionals to connect with coaches remotely, making it easier to access coaching regardless of location.

Career coaching is no longer seen as a service only for executives or those in crisis. It has become a mainstream tool for continuous professional development. More organisations are offering coaching services to employees as part of their benefits packages, recognising the value of coaching in employee retention, development, and satisfaction. Utilising a coach may give you a fresh perspective and operational adjustments that may benefit your current role.

Should you stay or should you go?

Much of the above may be measures that you have taken in the past when considering a career move. Broadly speaking, we do tend to see many candidates overlooking the first point when considering if it’s time for a move and this can, especially at the CFO level, often be the most fruitful source of ideas and support when it comes to the early stages in considering a move from the role you are in currently.

All of the above are routes to consider for either the very passive seeker of a new role or perhaps someone who is in the very early stages of initiating a job search. Ultimately, when the transition to a more active search occurs, the majority of the above should absolutely still be a facet of a rounded and all-encompassing search. In many cases it may be that you decide that, whatever the reason, it may not be the right time for you to move.  But when you do decide it’s your time to initiate that search, we’re here to help.

We’re here to help

If you’re a CFO or senior finance professional who has decided now is the right time to move, please contact me, Richard Boyd, on richardboyd@srmrecruitment.com or call +44 7376 497285

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The European Patent Court: Evaluating Its Impact Since Inception

The European Patent Court (EPC) has emerged as a pivotal institution in the landscape of intellectual property rights within Europe. Officially launched in 2023, this specialised court aims to streamline patent litigation across member states, enhancing consistency and efficiency in patent enforcement. We assess the impact of the EPC since its inception, including looking at several key areas of progress and challenges.

Establishing a unified patent system

One of the primary goals of the EPC is to support the Unitary Patent system, which allows inventors to obtain a single patent that is enforceable across multiple European Union (EU) member states. This system significantly reduces the administrative burden and costs associated with securing patent protection in multiple jurisdictions. By centralising patent litigation, the EPC aims to eliminate the disparities in patent enforcement that previously existed due to varied national legal frameworks.

Enhanced legal certainty and efficiency

The EPC has already demonstrated its potential to provide greater legal certainty for patent holders and third parties alike. The court's specialised nature ensures that cases are handled by judges with specific expertise in patent law, leading to more informed and consistent rulings. This expertise is critical in complex technological disputes where nuanced understanding of the subject matter is essential.

Moreover, the centralised nature of the EPC helps avoid the risk of conflicting decisions from different national courts. Prior to the EPC, a patent holder might face multiple litigations in different countries with potentially different outcomes. The EPC mitigates this risk, offering a single forum for patent disputes that applies uniform standards across the participating states.

Economic and competitive advantages

From an economic perspective, the EPC offers significant benefits to businesses operating within Europe. The reduction in litigation costs and the simplification of legal processes make it easier for companies, particularly small and medium-sized enterprises (SMEs), to protect their innovations. This enhanced protection fosters a more favourable environment for research and development, encouraging investment in new technologies and bolstering Europe's competitive edge in the global market.

Early challenges and criticisms

Despite these advantages, the EPC has faced several challenges in its early stages. One significant issue has been the slow pace of ratification by some EU member states. While key countries such as Germany and France have ratified the agreement, others have been slower to adopt, limiting the court's reach and effectiveness.

Additionally, there are concerns regarding the court's accessibility for smaller businesses. While the EPC aims to reduce costs overall, some critics argue that the initial costs and procedural complexities may still be prohibitive for SMEs. Ensuring that the court remains accessible to all inventors, regardless of their size, will be crucial for its long-term success.

Looking ahead: future prospects

The future of the EPC looks promising as more member states complete their ratification processes and the court's mechanisms become more refined. Continued efforts to simplify procedures and reduce costs will be vital in making the EPC a truly accessible and effective institution for all European innovators.

Moreover, as the court builds a body of case law, its role in shaping European patent jurisprudence will become increasingly significant. This developing jurisprudence will not only provide clarity and predictability for businesses but also set precedents that can influence patent law beyond Europe.

Conclusion

Since its inception, the European Patent Court has made considerable strides in transforming patent litigation in Europe. By centralising and harmonising the enforcement of patent rights, it offers enhanced legal certainty, efficiency, and economic benefits.

However, the court must continue to address challenges related to accessibility and the pace of member state participation to fully realise its potential. As the EPC evolves, it promises to be a cornerstone of Europe's innovation ecosystem, fostering a more dynamic and competitive market for technological advancements.

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The Future of Litigation Funding

Litigation funding in the UK
Litigation funding in the UK
By Jonathan Smyth, Senior Legal Recruitment Consultant

With the government set to commission a review into third-party litigation funding and the possibility of regulating this space, the future of how disputes are funded in the UK could face seismic change. The PACCAR decision of July 2023 effectively ruled that many existing LFAs are, in essence, unenforceable.

Legalfutures.co.uk noted that the issue had been debated in the House of Lords earlier this month, Conservative peer Lord Hodgson noting his concern about the amount of damages funders took, their control over cases and claimants’ exposure to costs, and noted how much the industry had grown since then.

“Another important development is the emergence of sovereign wealth funds in funding class actions…these might well be undertaken for commercial not monetary gain. Consider if a sovereign wealth fund – say a Chinese sovereign wealth fund – engineered a class action against a UK high-tech company: it might be seeking not financial reward but to impede the company’s developments, to upset its reputation or, if it is lucky, as the proceedings go on, to get access to some of the technology within the company.”

The debate is particularly relevant given the recent publicity given to the Post Office Horizon scandal and the significant positive impact that third-party litigation funding had on behalf of the affected postmasters, referenced by Nadim Zahawi in his recent City A.M. article, arguing that the possibility of over-regulation of this area risks making this course of action “unavailable to other unfairly maligned groups who may need to seek justice in the future.”

In practice, this review could not only mean a significant change to future funding arrangements, but also the need to review and possibly renegotiate existing agreements. Nicola Henshall at NRF notes that “in many cases, the funded party will need further investment to continue the proceedings, and it will be in both the provider and the recipients’ interests to find a workable solution. However, reopening negotiations may have detrimental consequences for one side or the other.”

Legislation is expected to be forthcoming to provide greater clarity on the future of third-party litigation funding, however, with no set timeline for this, funders and parties face an uncertain period as to whether or not any judgement awarded may be possibly affected by any potentially retroactive statute.

Get in touch:

Need help with your legal recruitment or to find your next role? Contact Jonathan Smyth on jonathansmyth@srmrecruitment.com or 07957 986390.

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From journalism to law, taking the plunge with a new career challenge: a Q&A with Rob Hands, Commercial Ops Manager at RPC

Not all legal career paths are linear – some people take a less than traditional route to the roles they hold today: Rob Hands, Commercial Operations Manager at law firm RPC is one of those individuals. Chris Excell, Head of Legal Recruitment at SRM, spoke to Rob to understand, among other things, his interesting route into the legal world and the challenges he’s faced, his remit and responsibilities at RPC, and how he sees the future of remote working.

You have had an interesting route through to the legal world, can you talk to us about your background and how you ended up working within law firms.

My father was a sports journalist and from a relatively early age, it seemed like a brilliant way to earn a living – to get paid for watching sport. Unoriginally, I thought I would follow in Dad's footsteps – and joined the sports desk of The Times doing the results. Over time, I moved up the ladder, such that 15 years later, I had become part of the management structure of the paper, moving across both The Times and The Sunday Times. It was a fantastic period but I began to think about whether I could translate my skills into another sector – and take on a new challenge before I got too long in the tooth.

My wife is a qualified lawyer, so I know a fair few legal people socially – and after I had done some research, I began to see that there were plenty of parallels between journalists and lawyers, not least in terms of their approaches to work and passion for what they do. I had worked alongside a variety of lawyers in the corporate legal team at News UK (the papers' parent company) and could see where my abilities could complement those in private practice. So I took the plunge and made the move three years ago.

What is the toughest challenge you have found stepping away from your media-based background?

Proving myself again. After more than 20 years in newspapers, I had a reputation, I knew a lot of people, I knew exactly how things worked – and how to get things done. Now I was starting over – not quite from scratch, and with the benefit of life experience – but I had to show that I could do a good job in an initially unfamiliar environment. It was very much a "one step at a time" approach, learning the nuances of a new world and listening to advice. Probably the most intriguing part of it has been navigating the quirks of a partnership structure, where there are notionally many "business owners".  

What are your remit and responsibilities at RPC?

I am Commercial Operations Manager at the firm. I work for the Commercial group (which covers all sectors that the firm offers apart from insurance – such as IP and Technology, Media, Corporate and Banking Litigation, among others), and principally for Jeremy Drew, Partner and Group Head. My role is to ensure that the group, operationally speaking, is working at optimum levels to allow lawyers to focus on winning and delivering great work of the highest quality. Initially I have had a relentless focus on financial hygiene, but have also helped with strategy, personnel and other key areas to sustain and augment the group's work, with involvement in the development of AI within the practice areas and general better use of technology to deliver for clients.

How do you see the long-term vision for RPC?

I first came across RPC about a decade ago and heard about their media litigation reputation from the Times titles' perspective (one of the editorial lawyers there did actually train at RPC). A few years later, I worked on a matter with News's IP counsel where she brought in David Cran to help us. Off the back of those interactions, I had an impression of the size and range of RPC – but the growth in the business since has been startling. The firm's culture is outstanding and with some immensely talented senior and junior lawyers, coupled with progressive and energetic work on the business services side, I see no reason why the growth of recent years cannot be continued. 

Tell us about your reflections on how the traditional working week has changed since the Covid-19 pandemic – do you seeing this changing back to a full-time working in the office week?

I always felt that the remote working phenomenon that Covid enabled might be short-lived – not least because humans typically like interacting with other humans, and doing so via a screen is not the same. But what seems evident is that while I suspect there will be more of a shift to "back in the office" across all industries, I find it hard to believe that this will revert to the previous norm of a metronomic five-day office week. What is more interesting is how businesses will define the purpose of the office in this hybrid world – those that can deliver a stellar "in-office experience" will reap the benefits, from enhanced team cohesion and creativity most of all.

What do you look for in an “ideal” candidate and what are the challenges you have faced with recruits?

There is no such thing as the ideal candidate – that is often hugely subjective. What I would always look for is energy, enthusiasm and people skills. Most other competencies can usually be readily learnt – but those three attributes are hard to fake, yet vital for the success of a team enterprise. In terms of challenges faced with recruits, I can only generalise – and say that everyone, however good at talent spotting, can make hiring mistakes, but typically if you have developed the right environment for talent to flourish in, it will.

Can you share with us your thoughts on using executive search firms?

The best search firms are a synthesis of two things – identifying the right potential candidates for roles (which often entails telling good people that they are not right for a role they think they would be) and properly understanding what the clients want in their search for new talent. It isn't easy – and requires humility and concentration. I have had experience of very good ones – and they stand out a mile. Much like lawyers, it's the chemistry with the client that often makes the difference.

What’s your experience of working with SRM – we helped with your move to RPC remember!

SRM, in the shape of Chris Excell, has been terrific for me. Chris is one of those rare individuals who is prepared to take some time to understand the individual – and then thinks sensibly and intelligently about where there might be a real "fit". He is also phlegmatic enough to understand that not everything comes off, and to deal with Kipling's twin imposters in an equable fashion. In my case, it was his lateral thinking that took a chance conversation with Jeremy Drew, and his knowledge of what I was keen to achieve, to matching the two of us.

And finally… what are your hopes/aspirations for when Leicester City gain promotion to the Premier League?

I am not prepared to jinx the Foxes' admittedly very positive prospects by speculating about promotion. Leeds United and Ipswich Town, and perhaps Southampton, are worthy rivals. It has been, though, an excellent season at the King Power and should the current form be maintained, I would hope that City can hold their own against PL teams once more.

Need help with your legal recruitment or to find your next role?

Get in touch with Chris Excell today on + 44 7595 748826, email
chrisexcell@srmrecruitment.com or connect with him on LinkedIn.
https://www.linkedin.com/in/chrisexcell/

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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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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.