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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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Bradley Chilvers joins SRM to focus on part-qualified and transactional finance hires

Brad Chilvers

We’re delighted to welcome Bradley Chilvers to SRM Recruitment as a Senior Consultant in our finance recruitment division, focusing on part-qualified and transactional finance hires. Bradley tells us about the roles he’ll be working on, what prompted his move to SRM, and his advice for candidates and clients.

Tell us about yourself?

Travel is a big passion of mine. I was luckily enough to take some time off in 2023 to travel Thailand & Vietnam, if you haven’t been you have to go! Usually, I’ll be tucked into a juicy Netflix series or on the golf course, desperately trying to lower my abysmal handicap whilst strolling around wondering why I ever picked it up in the first place!

Tell us about your career to date?

I started my recruitment career in 2017, after a two-year apprenticeship in estate agency. Over the years, I have always had a focus on finance recruitment, ranging from qualified to PQ/transactional roles across the permanent and interim markets. I’m now positioned solely within the PQ & transactional market, diving myself into permanent and interim needs.

What prompted your move to SRM?

After working for a larger agency for many years, I felt like there was a better way to consult clients and candidates whilst having the autonomy to build out my desk as I see fit. SRM has ticked those boxes!

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

SRM believe in being real consultants, not salespeople, which really resonated with my core values. I’m in a business that truly cares about the candidate journey and the client service – if we can’t directly help, we will be happy to give you some free advice. For my own development too, working with hands-on, passionate founders and directors will greatly help me improve my own career and help me grow as a professional.

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

I’ll be working with PQ candidates for financial reporting, financial controls, payroll, and transactional teams across all sectors within the Northern Home Counties.

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

My honest approach. If I cannot help you, I will tell you. I’m not too proud to pass your details onto one of my contacts if they are better positioned to assist with your job search! For my clients, no two are the same, I take time to build effect relationships with businesses to ensure I understand the company, position, and team-culture – making my clients hiring process as stress free as possible.

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

Your hiring process will set your company’s first impression with candidates. Communicate effectively during your hiring process and set expectations on timelines.

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

We operate within an ever-changing sector and automation is a common theme. Be adaptable and take the time to learn & develop your systems skills.

Get in touch:

Need help to hire or finding your next PQ/transactional finance role in the home counties? Contact Bradley on bradleychilvers@srmrecruitment.com or call +44 7398 766803. You can also connect with him on LinkedIn here

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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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Danny Savino joins SRM to focus on finance hires within the Northern Home Counties

We’re delighted to welcome Danny Savino to SRM Recruitment as a Regional Manager in our Finance recruitment division. Danny tells us about his career to date, what appealed to him about working for SRM, his remit in his new role and his advice for candidate and clients. 

Tell us about your career to date? 

In 1996, I embarked on an exciting path in the recruitment industry. Since then, I’ve been at the forefront, steering successful and dynamic recruitment teams across various domains. My leadership has spanned diverse areas, including sales & marketing, technology and business support. In the last 10 years, I’ve delved into the intricate world of accountancy & finance recruitment. 

What prompted your move to SRM?

The reason I joined SRM Recruitment is because I’ve been familiar with them for some time, and I appreciate their client-centric approach. They’ve cultivated an environment where individuals can truly become the best version of themselves.

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

Joining SRM was an easy decision for me. Right from the founders to the entire team, I felt an immediate sense of trust and alignment. Professionally, the chance to help enhance the service offered already to our clients in the home counties is a great opportunity.

Tell us about yourself? 

You’ll often find me at the gym, dedicated to my fitness routine. I’m committed to staying active, pushing my limits, and maintaining a healthy lifestyle. Whether it’s lifting weights, hitting the treadmill, or a few press ups, I thrive on the endorphin rush that exercise brings. As an avid Newcastle United fan, my weekends revolve around the beautiful game and on occasions attending St James Park or seeing them on their travels down south. 

What led you to specialise in finance roles? 

My journey into finance recruitment took an unexpected turn. Having worked across various sectors, a technology client of mine needed help rebuilding their finance team. This really sparked my interest and excitement in recruiting in this sector. From that moment, the rest became history, and I’ve been passionate about it ever since.

Tell us about your remit in your new role?

As a recruiter specialising in part-qualified (PQ) accountants, I’ve had the privilege of connecting talented individuals with exciting opportunities across various sectors. From financial accounting to management accounting, I’ve navigated the vibrant landscape of commerce and industry within the home counties. Whether it’s helping candidates take their next career step or assisting companies in finding the right fit, my passion lies in creating successful matches. 

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

Both my clients and job seekers appreciate working with me for several reasons. For clients, I provide tailored recruitment solutions, efficiently source top talent, maintain effective communication, and build long-term partnerships. Job seekers benefit from my guidance, advocacy, transparency, and focus on their career growth. 

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

Clear and timely communication with candidates. Regular updates and feedback create a positive experience, even if it’s a rejection.

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

Stay adaptable: the industry is evolving, so be open to learning new tools and technologies.

Get in touch:

Need help to hire or finding your next finance role in the home counties? Contact Danny on dannysavino@srmrecruitment.com or call +44 7375 409089. You can also connect with him on LinkedIn here

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

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

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


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

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

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

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

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

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

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

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


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

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

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


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

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

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


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

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


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

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

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

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

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


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

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

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

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

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

Develop Strategic Thinking


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

Leadership and Communication Skills Are a Must


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

Build Your Personal Brand


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

Find a role where you will be mentored


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

Network and Build Relationships


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

Move Up or Move On


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

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

SRM Recruitment works with finance professionals on a daily basis seeking to progress their careers. Speak to our expert team today for an informal conversation about your next career move.
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Invest in your recruitment processes and find a recruitment partnerwho ‘gets’ you: a Q&A with Jody Rolfe, FD at TUI.

jody rolfe
jody rolfe
Hiring into a busy finance team can be challenging, but there are some tips you can heed to make the most of your recruitment process and find the best talent for your company. Luke Higgs, Regional Director for SRM, had the pleasure of speaking with Jody Rolfe, Finance Director (Commercial) at TUI about his current role, his advice for those looking to hire finance professionals and how to get the most from your recruitment partner of choice.

Q: Jody, first of all, tell us a bit about your role as Finance Director at TUI?


I’ve been at TUI in total for a decade now. My current role is Finance Director for all things commercial in the UK; what I like to describe as the “fun stuff of finance”. We’re involved in all the strategy, all the trading and finance decisions that the business makes. We really pride ourselves on being right next to the business, as close as we can be, helping them to make the best possible decisions by looking both backwards, forwards and at our competitors.

The team is now at around 40 people and is split into four sub-teams. Our commercial team is heavily based on the different areas of TUI’s business; our Crystal Ski business, the Ireland business, our main TUI Tour Operator and finally, our River Cruise business. That area of the finance team supports the commercial function in setting trading targets, looking at our margins and cost bases, thinking about our budgets and decisions around ancillaries etc. We also have a sales and marketing team; their role in the finance team is to partner with the sales and marketing function, to make sure we sell as many holidays in the most efficient and best way as we possibly can. We have an overheads team that look at the various costs in delivering all those things, so head office costs, staff costs and all the decisions around people. There have been some real positive movements in that area recently too, such as improved maternity and paternity pay options for our staff. Our final team is the FP&A team – they bring everything together for all the UK, working with areas outside of our direct control such as the Airline and Group functions, to bring an overall picture of where we’re going, what we’re looking like, what our reporting looks like. It’s all quite fun and very interesting.

Personally I’ve had many different roles across those different teams at TUI over the last decade, with a brief stint at a major UK supermarket for about 18 months in between. But I believe TUI has something very special about it and a lovely culture. SRM Recruitment know us very well - you hopefully understand why so many of us have been here for so long.

Q: How has the finance team grown and changed since you joined TUI?


We’ve definitely become more of a Group, and less of a UK market. We’ve been starting to leverage economies of scale and looking at how we can do things together. Internally, we often talk our team using the analogy of a F1 car and every different market has its own driver. Personally, I like to think I’m Lewis Hamilton! Basically, we all have the same car but with slight modifications – so the systems we use, the tools we use, the IT infrastructure and strategy we have is broadly the same, and the car therefore is broadly the same – but it’s tweaked for each individual driver (and therefore market) to get the absolute maximum out of it.

This is where I’ve seen things change the most – but it allows you to spend more than you would individually on these things and hopefully get something better out it. Of course, it sometimes creates some internal conflict, because every driver wants their car to be the best and angled especially for them, but ultimately it does work better, so that’s probably where I’ve seen things change the most.

We’ve ended up with smaller local teams in some areas and bigger teams in Group functions elsewhere, but it does create a lot of opportunity for movement. Many of us have worked in local and Group teams, myself included. You get to really understand what other markets are doing and it’s great from a personal perspective too – it involves meeting people from different cultures, different areas of the business and markets, and also allows us to travel, which is ultimately what our business is all about…travel!

Q: What do you think is the biggest challenge when hiring finance professionals in the current market?


I’d say our biggest challenge is that we paused our graduate and apprenticeship schemes during the pandemic, so there was a bit of a gap in the pipeline for us. Normally we’d have people who’d have been in the business for a couple of years and were ready to rotate and move up and with several years of experience. This gap meant that we had some holes, especially as the business started to grow again post-pandemic.

Finding people in the market who are the right fit for us has been especially hard. It’s easier to find people with the right CV and right level of experience, but I’ve found the most challenging thing is finding those people who are the right fit for the business; those who will enjoy and work well with us and stay for a few years and be part of the TUI culture and grow with us. That’s something that is really hard to test in an interview, in a CV or an application process or LinkedIn profile. You need to invest time in your interview process and selection criteria to find the right type of person who will fit well in the team. We have lots of different types of people across our business, and we try to make sure they’ll fit well into the team and benefit from what TUI has to offer. That’s definitely been a huge challenge for us.

Q: What tips do you have for others looking to hire into their Finance teams?


Firstly, I like to be open and honest in an interview process, I see it very much a two-way street. It’s not just if we want you as a candidate – it’s also if you want us, and I love it when someone really wants to work with us. It’s so important we’re open and honest and don’t sell a dream that’s not there. I like to be open with people about the experiences they’ll get and the challenges they might face when they come in, just as I expect them to be open with us about their CV, experience and what they expect from us.

Secondly, just getting time to meet people. In our post-pandemic world, it’s very easy to not meet people face-to-face or to just have a shorter Teams call. We’re all working back-to-back with meetings and trying to the find the right time to invest in the right person. But I’ve found investing the extra three or four hours finding the right person is much easier than recruiting the wrong people or hiring the person who isn’t quite right for the role. It’s always worth investing the time in recruitment. We as leaders are only as good as the people below us, so it’s really important we get it right.

Q: What advice do you have for anyone thinking about working with a recruiter and how to get the most from the partnership?


Similar to my point above, it’s about the quality of the relationship. When I speak about making sure we’re getting the right people – this refers to a recruitment partner too. It’s about making sure a recruiter is listening to what it is you’re after, they understand what your business is and can be open and honest with the candidate well before you get to meet with them.

It can be very time consuming doing direct hiring – you can have 20-30-40 CVs for just one role – but being able to have a personal conversation with all of those people for an hour is a week of my time I can’t just carve out for every role. So having a partnership with a recruiter who really understands what you’re looking for, who understands how your business works who can do that initial detailed screening for you…well, it becomes invaluable and a real investment and one you can depend on over and over again. It’s about being transparent, having a good relationship, and being able to pick up the phone. You need to be able to talk to them regularly, to know you’ve got a partner, and not just someone who can send you more CVs than what you may already have.

Q: Why do you choose to partner with SRM?


I think SRM and TUI have been working together for just over 18 months now, and in my team alone we’ve already had three roles come through from SRM. This tells a story in itself - we don’t have a high turnover of staff at TUI, so most of our external roles have been working directly with SRM. And it’s a massive benefit of that relationship – everyone you’ve put forward to us has had the right understanding of what our business is, what it’ll be like to work with us, and they have fitted in really well.

I know other areas of the business (such as our airlines business) have also been reaching out and finding the benefits of the bespoke service you offer and that real understanding of the businesses you work with. Even though SRM has been growing too, we still feel like we’re getting the same very personal service. We’ve been very pleased with the people we’ve hired from SRM. In fact, only this morning we’ve been talking internally about passing over a bit more responsibility to a more recent staff member in our sales and marketing team from next month. We’re very keen on internal promotion and progression here at TUI, and that very much applies to people we’ve recruited through SRM.
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Becoming a ‘career interim’ finance professional

Becoming a ‘career interim’ finance professional
While some people like the ‘security’ of a permanent role, other finance professionals actively choose to take the interim path in their careers. Jim Smith, Business Director at SRM Recruitment, spoke to Richard Wilson who has been working as a ‘career interim’ within finance and projects for over 15 years. Jim asked Richard all about his interim experience, including the benefits interims can bring to an organisation, what challenges interims can face, and his top advice for those looking to take the interim route themselves.
Ricahrd

First of all Richard, how did you get into the interim market?

I qualified back in 2000 and for the first few years of my career I was mainly doing BAU roles, such as month-end reporting with some splashings of project work. I then realised I wanted to focus more on project and transformation type work. In 2008 I was working in the mobile telecoms industry as a Business Controller and decided to make the jump into interim to see what would happen - 15 years later I’m still doing it. 

What types of roles and businesses have you worked in?

I’ve worked across such a broad range of industries; retail, IT, logistics, energy, transport, local and central government, and the NHS - you name it I’ve worked in it. In terms of roles, most of my interim project roles have been transformation and implementation focused, which is what I enjoy. I’ve been able to gain some great experience working at some big well-known companies, such as Homebase, Tesco, Tui, EasyJet, and the NHS – all decent companies and industries that have added credibility and varied experience to my CV. 

If anyone was thinking about entering the Interim market, what’s the one piece of advice you’d give to them?

Never underestimate culture. Each organisation has a very different culture and you have to work within different ways of doing things. That can be beneficial, for example, when I worked at EasyJet, they had a very good “can do” culture at the time, and you could just get on and do it. However, other organisations can be quite set in their ways - people don’t want to change, and that can present challenges in terms of what you can propose and what you can do – so never underestimate culture and how it can impact how you can do your job. 

I’d also say working to deadlines – a lot of the project work you have is a fixed deadline which you can’t move. This can be a lot of stress and work, depending on the project and the deadline. As a project interim, you’re expected to go in, you’re given a brief and you have to deliver on that. You have to work to the client’s requirements, and if you’re not used to it, it’s a big jump.

What are some of the challenges you’ve faced in your 15 years in the interim market?

Sometimes the expectations from hiring firms just aren’t right, which is always hard.  Skilling up is also a big challenge: each organisation has a different process and skills required, and you’re often faced with something you’ve not seen before. As an interim you can’t not do it. You don’t have the luxury of a 3-month lead time where you can ramp up and learn it. Often, it’s just ‘get on with it’. I’ve been parachuted into a few things where I’ve just had to get on and do it, even though I’d had no previous experience in that particular project. 

In a previous role, I had to set up an American sales tax system, which I’d never done before – and I had to set it all up in a system I’d never used before too. You just get on with it – be a quick learner, show initiative and be proactive, that’s what you’re there for. 

But ultimately this makes you a stronger and more versatile interim – it’s another skill to add to your CV for any future roles. It builds up your profile and shows that you’ve a history of just getting on with things and being able to think on your feet. 

What benefits can interims bring to an organisation?

First of all, how fast we can get up to speed on things and start delivering. As a project interim, you’re not paid to have a ramp up period. Sometimes you might get a week (if you’re lucky) to get up to speed on the basics, such as new terminology etc., but otherwise you’re expected to come in and get on with the job. 

Secondly – the insights I can bring to a role. Because of the different sector experience I’ve had, I can bring different ways of doing things. You’re paying for my insights into how other organisations and sectors do things, and I can bring those learnings to deliver for my clients. For example, when I worked at EasyJet, they brought me in for my call centre experience from T-Mobile – how do they do it, what do they do. You’re not only getting someone who knows what they’re doing technically, but also has previous experiences from a multitude of different business. I can hit the ground running, I’ve been there, done it, got the t-shirt, so to speak. I come in, I’m told what to do, and I deliver it. It’s that’s simple. I have the ‘battle scars’ from previous roles and companies and ways of working - it’s vital and useful knowledge which I can impart on the company I’ve just joined. 

In a previous role I was brought into an American firm which was experiencing some cultural issues in a recently acquired company – I ended up giving them some advice on structure which wasn’t really part of my role, but it was useful insight for them which other people didn’t have. They ultimately had the wrong people in the wrong roles. My recommendations helped the business to save money where they had hired people who were overly-qualified to do the roles they’d been brought in to do. I’m often asked for advice from CFOs/FDs outside of the scope of the role I’ve been brought in to support on. 

What qualities do you feel make a good interim professional?

You’ve got to be able to roll with the punches – so resilience and having a thick skin are key: it’s not for the faint hearted. Also, sometimes to get the good contracts you have to be prepared to travel, so its important people consider that. Also, be able to handle rejection: if you put a brief or tender together, sometimes it can get knocked back, it just comes with the territory so be prepared for that. Your soft skills have to be as good as your technical skills to succeed - good listening and communication skills are so important. The ability to go in and establish relationships from the outset and get buy-in from day one is vital. You almost need to be a chameleon – you wear many coats and hats, do your job and get out. 

What makes a good recruiter and how have you found working with SRM?

Working with you, Jim, has always been great - you’re honest, open and tell the truth, which I fully appreciate. I’ve got 3 or 4 recruitment consultants like that who I’ve worked with for a long time. 

I know pretty quickly if a recruiter understands what they are talking about. When recruiters are contacting someone like me about unsuitable roles like PQ, or NQ, or accounts payable positions…they lose credibility very quickly. It’s frustrating to be sent emails left right and centre about the wrong types of roles. I now stick to the recruiters (like SRM) who know me and understand what I’m about. You know in the first few minutes if you’re talking to someone who knows the market and gets what you do, and who will bring you relevant roles.

If you have an interim finance opportunity you’d like to discuss or are looking for your next interim role, please get in touch. Contact Jim Smith in the first instance on jimsmith@srmrecruitment.com or +44 (0)7375 409089.
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Buoyant part-qualified market highlights challenges for both job seekers and hiring managers

Buoyant part-qualified market highlights challenges for both job seekers and hiring managers
Buoyant part-qualified market highlights challenges for both job seekers and hiring managers
By Richard Scott

Over the last couple of years, the part-qualified market has been very buoyant in terms of job volumes and it continues to be so in the current market. As a general rule, hiring has always been more buoyant at the PQ level, and we’ve seen key hires taking place across accounts payable and credit control right through to those candidates studying towards their exams, such as management accountants and financial accountants across both temporary and permanent roles.

The biggest challenge cross the PQ market right now though is quite simply the lack of people. During the Covid pandemic, there was a reasonable amount of talent in the market looking to move jobs – thanks in part to so many transactional finance professionals being put on furlough. But since the impact of Covid has reduced, those firms who were quick to market have snapped up many of those available candidates and talent is in short supply once again.

But there are still exciting roles on offer, and there are still good candidates out there looking for a new challenge. So whether you’re a part-qualified accountant looking to move jobs, or a firm seeking to hire part-qualified talent, here is our advice to succeed in the current market:

Our top tips for part-qualified candidates:

  • Stand out from the crowd. Naturally, there are more candidates at the PQ level, and that means more competition for you when applying for jobs. So, it’s important to make yourself more noticeable. The first thing a potential employer will see on your CV after your name is the opening paragraph, so make this impactful and precise! A lot of PQ CVs can look very similar as job seekers tend to have a relatively small amount of experience. Your opening statement is what will make you stand out – it paints a picture and gives background to you and your personality, so make it count.

  • Communicate well. Whilst overall there are still plenty of jobs out there, the number of REALLY GOOD jobs with GREAT employers is still very competitive. If you are approached by a recruiter, you need to be a good communicator and articulate clearly what you want out of your next role. Be ready to talk precisely through your experience. Work in partnership with your recruiter. They will be able to tell quickly if this is the right sort of role for you and your career goals.

  • Be mindful, where possible, of shorter periods of time in roles. If you’re an entry level or trainee accountant, no-one expects you to have all the experience in the world, but employers do want to see a nice clean CV. Having a good academic background is useful, but it’s more important you’ve not become a job hopper – stability on your CV portrays you as a good investable employee.

  • First impressions are always important, and always will be. Whilst this might seem like common sense to some, it’s important that you are as well prepared for a video interview as you would be for a face-to-face one. Also choose an appropriate location to conduct the interview – the back of an Uber or walking around the carpark outside your current office on your phone (yes, these actually happened) are not suitable locations and show a lack of respect to the process. The interview format does not change the importance of it for both you and the hiring company. We would also urge candidates to attend face-to-face interviews if requested – there simply is no substitute for meeting your potential future employer in real life. You’ll be able to get more bought into the business and it will also set you apart from the other interviewees.


Key takeaways for those looking to hire part-qualified accountants:

  • Study support is key to attract and retain PQ staff. The biggest reason why PQs are looking to move right now is because employers are not offering them any study support. It’s important to understand that your part-qualified staff want to become fully-qualified and progress to those more senior roles. The two main things you can offer to PQs are time and money: think about paying for their exams or course materials (or both) or perhaps time off before their exams so they don’t have to study in the evenings. If you can’t afford to offer all of that, don’t worry – just be as creative as you can about how you can support your studying staff as they move through qualification.

  • Salaries have inflated. If you haven’t hired in this market for a while, be aware that salaries have changed. This is especially true the closer someone gets to qualifying. What a qualified person now earns has increased by around 15% in the last few months alone. Candidates at finalist level are now attracting the same sort of basic salaries that clients would have historical expected to hire a qualified person at pre-Covid. You used to be able to find a good, qualified accountant at £50k, however they are now being paid closer to £55-60k. Finalists used to be paid c.£30k, but that is now easily £45k. Salary growth is at its highest the more experienced the PQ accountant. Benchmarking is key to ensure you’re offering competitive market rate salaries.

  • Career stagnation for many PQs due to Covid. Many PQs were hit hard during the pandemic. From 2020-2022, part-qualified jobs weren’t normal in this time: many people might have been on furlough or working from home five days a work, and this may have affected their career progression. The part-qualified part of the workforce in particular was affected more than other levels because of furlough, so it’s important to bear this in mind when hiring and to be broad-minded as to people’s backgrounds.

  • Importance of speedy recruitment processes. The reality is that candidates at the part-qualified level are getting contacted a lot more. So, speed is of the essence. Interview processes need to be slick and to move fast. The more you draw out the recruitment process, the greater the chance of good candidates being snapped up by your competitors.


Get in touch


If you need help to hire a part-qualified accountant, or are looking for your next role, we’d love to help. Get in touch with Richard Scott at richardscott@srmrecruitment.com