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The October Hiring Question: Wait for the Budget, or Get Ahead of 2027?

Budget-2026
Budget-2026

October often feels like a decision point for businesses.

We’re into the final quarter, 2027 budgets and headcount plans are beginning to take shape, and this year there is another obvious consideration: the October Budget.

For some businesses, the instinct may be to wait.

Wait for the Budget. Wait for greater certainty. Wait until next year's headcount is signed off. Or simply wait until January, when new budgets and hiring plans often come into effect.

But when it comes to finance recruitment, is waiting always the best strategy?

A cautious market, but hiring hasn't stopped

There is no question that businesses are being considered about hiring.

The Bank of England's latest regional intelligence describes employment intentions as broadly flat, with recruitment difficulties below normal and increased candidate availability. At the same time, businesses are continuing to recruit where they have specific skills gaps or where growth and investment projects require additional capability. Bank of England

That national picture broadly reflects what I'm seeing across the Home Counties. Businesses are still hiring, but the conversations are more considered. Employers are thinking carefully about whether a hire needs to be permanent, whether an interim or FTC solution gives them greater flexibility, and exactly what additional capability that person needs to bring to the finance team. At the same time, there are good candidates in the market, but the strongest people with the right combination of technical, commercial and stakeholder skills still have options.

There may be greater scrutiny around adding headcount, but business-critical recruitment is still happening.

Financial Controllers still need replacing. Finance teams still need additional capability. Maternity covers and fixed-term requirements don't disappear because the economic outlook is uncertain. Transformation projects still need people to deliver them. And businesses preparing for growth in 2027 still need the finance capability to support it.

What has changed is that many hiring decisions are becoming more deliberate.

January doesn't necessarily need to be the starting line

There is a temptation to think: “We'll pick this up in January.”

For some businesses, that will absolutely be the right decision.

But if you already know there is likely to be a hiring requirement in Q1, October and November can be incredibly useful months.

You don't necessarily need to launch a recruitment process immediately. You can use the final quarter to understand what the candidate market currently looks like, whether your salary expectations are realistic, the notice periods you're likely to encounter, how comparable roles are being structured and whether the combination of skills you want is achievable within your budget.

That means January becomes the point at which you execute a plan, rather than the point at which you start working out what the plan is.

And that can save considerable time when the requirement becomes business-critical.

Candidate availability doesn't follow the calendar

Candidate availability doesn't necessarily align neatly with a company's hiring calendar.

Strong finance professionals are having career conversations throughout the year. Some may be considering their next move now. Others may become more active after year-end, while notice periods can mean that a candidate identified in January may not actually join until several months later.

At senior level in particular, recruitment processes can take time.

If you know you are likely to need a Financial Controller, Head of Finance, Finance Director or another key finance hire early next year, there is value in understanding that talent pool before the requirement becomes urgent.

That doesn't mean rushing into an appointment - it means being informed before you need to make one.

The finance skillset is evolving too

There is another reason why early market mapping matters.

The brief for many finance roles is becoming broader.

Technical accounting capability remains fundamental, but businesses increasingly value finance professionals who can operate beyond the numbers; people who can communicate with non-finance stakeholders, interrogate data, improve systems and processes, support transformation and provide commercial insight.

Technology and AI are adding another dimension to that.

KPMG's 2026 Global AI in Finance research found that 38% of organisations are upskilling their existing finance teams, while 28% are hiring for different skillsets. It identifies data fluency — the ability to assess data quality, interpret outputs and communicate findings the business can act upon — as a critical capability for modern finance teams. KPMG

For employers, that increasingly means thinking about the wider capability required from a finance hire rather than technical accounting experience alone.

And the more requirements added to a brief, the narrower the relevant candidate pool can become.

Understanding that before agreeing a job description and salary can prevent valuable time being lost on a search where expectations and market reality don't quite align.

So, should businesses wait for the Budget?

For some hiring decisions, yes.

If headcount genuinely depends upon the economic or fiscal announcements coming later this month, waiting may be entirely sensible.

But waiting for certainty because it feels safer is different from waiting because the decision genuinely depends upon it.

If you already know there is a gap in your finance team, somebody is leaving, a project requires additional resource or growth plans are likely to create a requirement in early 2027, there is very little downside to understanding your options now.

That could mean hiring permanently.

It could mean considering an interim or FTC solution while longer-term plans become clearer.

Or it could simply mean mapping the market now so that you're ready when approval arrives.

Use Q4 to get ahead

My advice to businesses going into the final quarter is fairly simple:

You don't necessarily need to hire now, but if you think you'll need to hire in early 2027, don't wait until January to start thinking about it.

Use October and November to challenge the brief, benchmark the salary, understand candidate availability and decide whether permanent, interim or FTC is likely to give you the best solution.

Then, when you're ready to move, you can move quickly.

Get in touch

After more than 20 years working in recruitment, one thing has remained remarkably consistent: successful searches tend to start with a clear brief, realistic expectations and a business ready to make a decision when the right person appears.

If you're planning your 2027 finance team, reviewing headcount or have a potential hire on the horizon across the Home Counties, I'm always happy to have an early conversation. Whether that's benchmarking a salary, sense-checking a brief, discussing candidate availability or considering whether permanent, FTC or interim is the right solution, I can share what I'm seeing across the local Qualified Finance market.

Equally, if you're a finance professional considering your next move in 2027, I'm always happy to have a confidential conversation about the market and where your experience may fit.

Liz Hawkins
Business Director - Qualified Finance | Permanent | FTC | Interim
lizhawkins@srmrecruitment.com

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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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What the Northern Home Counties Finance Market Is Telling Us Right Now

Finance handshake
Finance handshake

By Pat Sommerfelt, Senior Consultant

I've been having a lot of conversations with finance hiring managers and candidates recently. Here's what I'm actually seeing in the market right now.

1. Attitude is the new qualification

The days of rejecting a CV because someone hasn't ticked every box are fading fast. I'm seeing more employers open to hiring on potential - backing the right person and developing the gaps. The data backs this up too, with the vast majority of finance employers now saying attitude and willingness to learn outweighs existing technical skills. For PQ candidates’ mid-studies, this is genuinely good news. The market is more open to you than it might feel.

2. Job ads alone aren't working

If you're a hiring manager who has posted a vacancy and is wondering why the quality isn't there, you're not alone. Candidate confidence is low right now. Finance professionals are cautious. The mindset I'm hearing repeatedly is "it has to be the right move, or I'm staying put."

The result? The best people aren't browsing job boards. In the current market, the overwhelming majority of successful placements are coming from direct headhunting and network referral, not inbound applications. If your role has been live for a few weeks without real traction, the talent you want almost certainly hasn't seen it.

3. Hybrid isn't a perk anymore, it's a filter

This one keeps coming up. A strong candidate, a genuinely interesting role, and then the employer mentions four or five days in the office. The conversation stops there. I'm not exaggerating when I say this is one of the most common reasons a process falls apart before it's even started.

The majority of finance professionals say they simply won't consider a role without hybrid working, and a significant chunk would actually take a pay cut to get the flexibility they want. If you're struggling to attract candidates, the working arrangement conversation needs to happen before the job spec is written, not after the first round of interviews.

4. The skills gap is real and it's reshaping what "good" looks like

This is the one that I think will define the next few years of finance hiring. Nearly half of UK organisations are going through some form of finance transformation right now, ERP migrations, automation, analytics.

At the transactional level, roles that used to be pure process are increasingly requiring comfort with systems and data. At the PQ level, the newly qualified who can model, interpret data and act as a genuine business partner are getting multiple offers. Those who haven't developed those skills alongside their studies are finding it tougher. The gap between a good profile and a great one is increasingly a digital one.

So, in summary

What I'm taking from all of this is that the finance recruitment market in 2026 rewards specificity!

Be specific about what you need, honest about what you're offering, and proactive in how you go to market for talent.

Get in touch

If any of this resonates, whether you're a hiring manager trying to work out why a search isn't moving, or a candidate figuring out your next step, I'm always happy to have a straight conversation.

Contact me, Pat Sommerfelt, Senior Consultant, on patsommerfelt@srmrecruitment.com or call 07399 278452.

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What Makes a Finance Role Attractive in 2026 (According to Candidates)

Two businessmen chatting across a table
Two businessmen chatting across a table

The finance job market has shifted again.

In 2026, candidates aren’t just asking “What does the role pay?” - they’re asking “What will this role give me?”

Progress. Stability. Visibility. And leadership they can genuinely learn from.

After hundreds of conversations with finance professionals over the past year, some clear themes continue to emerge. Here’s what candidates really care about when deciding whether to move - or stay put.

1. Finance Leadership You Can Learn From

When finance professionals talk about what keeps them engaged in a role, the conversation often comes back to leadership.

In 2026, candidates are actively seeking roles where they can learn from experienced finance leaders; people who are willing to mentor, share context, and develop capability, not just delegate tasks.

They’re looking for:

  • Exposure to strong financial leadership and decision-making
  • Managers who take an interest in progression, not just performance
  • The opportunity to learn, ask questions, and build confidence over time

Finance leadership that invests in its people is increasingly seen as a key differentiator, and often the reason candidates choose one role over another.

2. Business Stability vs Growth Opportunity: Candidates Want Clarity

Candidates aren’t all chasing the same thing, but they are asking better questions.

Some are prioritising stability: a well-run business, consistent leadership, and realistic workloads.

Others are motivated by growth: transformation projects, system implementations, acquisitions, or scaling environments.

What candidates are less tolerant of in 2026 is misalignment.

Selling a role as “high-growth” when it’s actually under-resourced, or positioning stability as stagnation, quickly erodes trust.

Honesty about where the business truly sits is far more attractive than over-selling ambition.

3. Culture and Visibility Within the Business

Finance professionals no longer want to operate quietly in the background.

Candidates are increasingly asking:

  • Will my work be visible to senior stakeholders?
  • Does finance have a genuine voice in decision-making?
  • Am I contributing beyond reporting and compliance?

Businesses where finance is positioned as a commercial partner — rather than a back-office function — consistently attract stronger, more engaged talent.

Visibility equals impact. And impact matters.

4. Clear Development Pathways (Not Just Promises)

“Plenty of opportunity to develop” is no longer enough.

In 2026, candidates want specifics:

  • What does progression actually look like?
  • What exposure will I gain beyond BAU?
  • How will this role support my longer-term career goals?

This is particularly important for newly qualified and early-career finance professionals, who are thinking in 3–5 year horizons rather than just their next move.

Clear development pathways signal intent, and a genuine commitment to people.

So… is salary still important?

Yes. Absolutely.

Candidates are well-informed and increasingly confident about their market value. Competitive salary remains a baseline expectation - not the sole driver, but a non-negotiable factor.

What’s changed is this: salary opens the conversation. Leadership, culture and development secure commitment.

Final Thought

The most attractive finance roles in 2026 aren’t defined by one single factor.

They sit at the intersection of strong leadership, clarity of purpose, cultural alignment and realistic reward.

Candidates are more discerning than ever; not because they’re being difficult, but because they’re making longer-term career decisions in a market that has taught them to value stability, visibility and development.

What’s clear from candidate conversations is that finance professionals want to feel invested in. They want to work for leaders they can learn from, in businesses that are honest about where they are and where they’re heading. They want roles where finance has a voice, their contribution is recognised, and progression isn’t left to chance.

Salary still plays a critical role, but it no longer compensates for poor leadership, unclear expectations or limited development. The organisations attracting the strongest finance talent in 2026 are those that understand this balance, and reflect it clearly in how they structure roles, brief recruiters, and engage with candidates.

Listening to the candidate's voice isn’t just good practice, it’s becoming a competitive advantage.

A Final Word from SRM

At SRM, we spend a lot of time having honest, behind-the-scenes conversations with finance professionals and hiring leaders. These insights shape how we advise clients on role design, attraction strategies and long-term hiring decisions, not just filling vacancies.

If you’re hiring into your finance team, planning ahead for growth, or simply want a clearer view of the current finance talent market, we’re always happy to share insight and have an open conversation.

Because the best hires start with understanding what candidates really value.

get in touch

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

 

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Finance success stories: Finance Shared-Service Centre

finance case study
finance case study

Dedication, efficiency, professionalism and results that exceed expectations.

The challenge:

A prominent global consultancy firm embarked on a major transformation of its finance function. With finance professionals operating across 11 countries, the organisation sought to improve operational efficiency and streamline processes by establishing a Finance Shared Services Centre (FSSC) in the Southwest of the UK.

Given the geographical spread of the business, there were significant challenges related to time zone differences and varying levels of language proficiency. The immediate priority was to establish the FSSC and bring it into operation within four months. This ambitious timeline included the recruitment of 48 finance specialists across key functions; payables, receivables, financial accounting, FP&A, data and systems & transformation.

The solution:

1. Candidate Pool Creation

We developed a robust and diverse talent pipeline by utilising job boards, social media, referrals, and our internal database. Candidates were pre-qualified against detailed job specifications to ensure alignment with the client’s requirements.

2. SIFTING and screening

Our team conducted thorough CV reviews and pre-screening calls, followed by tailored assessments where appropriate. This process enabled us to identify high-calibre candidates and present a refined shortlist for further consideration.

3. First interviews by SRM

SRM carried out structured first-round interviews to assess cultural fit, communication skills, and role suitability. Detailed feedback was compiled and shared with the client to support informed decision-making.

4. client interview days (on-site)

We organised and managed multiple dedicated interview days at the client’s premises. SRM oversaw all logistics, ensured seamless scheduling, and provided real-time support to both candidates and interviewers. This approach significantly accelerated the interview process and enhanced stakeholder satisfaction.

5. offer management

Once final selections were made, we managed the offer process end-to-end. This included drafting and issuing offers, handling negotiations, and ensuring timely acceptance. Our proactive communication helped reduce offer withdrawals and improved conversion rates.

The results:

  • 48 vacancies filled: All roles successfully filled on time and within budget
  • 100% interview day attendance: Excellent scheduling and candidate commitment
  • 98% offer acceptance rate: Strong candidate engagement and compelling offers
  • Time-to-hire reduced by 45%: Streamlined processes and efficient coordination

What the client has to say:

"I just wanted to sincerely thank you and recognise the incredible work you've done. Successfully recruiting over 40 people in such a short period of time is no small feat - it’s a remarkable achievement that speaks volumes about your dedication, efficiency, and professionalism. Your ability to manage such a high-volume recruitment process while maintaining quality and speed has made a significant impact on our team and the business. You've not only met expectations - you’ve exceeded them.” Head of Financial Operations

Download the Case Study PDF

Need help to hire for your Finance team? 

Contact Danny Savino on +44 (0)7375 409089 or dannysavino@srmrecruitment.com

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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.