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Ensera Design is a world-class user centred innovation and product development consultancy, specializing in the medical and consumer health sectors with offices in Bristol, Colorado and New Jersey. As part of Ensera, we collaborate globally with contract manufacturing facilities in Europe, the USA, and Asia. Ensera Design is entering a key phase of growth and is looking for an experienced, strategically minded Talent Acquisition Lead to take ownership of our internal recruitment capability on a 12month fixed term basis. In this role, you'll deliver high quality hiring across the UK and US, combining hands on recruitment of complex, niche roles with leadership of a small, fixed term talent team. You'll also lead initiatives across recruitment process improvement and proactive talent pipeline development, shaping how we attract and hire as we scale. You'll work closely with hiring managers, senior leaders and the People Team, acting as a trusted partner while building a more sustainable, efficient and candidate focused recruitment approach. About you You're an experienced talent professional who enjoys balancing strategic ownership with hands on delivery. You're comfortable recruiting for specialist and technical roles, confident leading and developing others, and motivated by improving how recruitment works in practice. You may currently be working as a Talent Acquisition Lead, Senior Talent Partner, Recruitment Manager or similar, with experience operating across multiple markets and partnering closely with senior stakeholders. Your skills and experience Whilst you do not need to meet all of these points, please ensure you meet the majority before applying: Proven experience leading end to end recruitment delivery across technical, specialist or niche roles Experience recruiting across the UK and ideally the US Confidence personally managing high priority or hard to fill vacancies Experience leading, supporting or mentoring recruiters or talent partners Strong proactive sourcing capability and experience building long term talent pipelines A clear focus on inclusive, high quality candidate experience Experience improving recruitment processes, frameworks or assessment approaches Exposure to selecting, implementing or optimising an Applicant Tracking System (ATS) Strong stakeholder management skills, with the ability to advise hiring managers on market conditions and hiring strategy A pragmatic, collaborative approach and the ability to balance delivery with longer term improvement The salary for this role is up to £70,000. Please note that we ask you to provide your expected salary as part of your application. This helps us understand how you view your experience against the role's scope. Why work with us? Ensera Design offers interesting and varied work combined with a supportive team culture to provide a stimulating environment where you will have the opportunity to develop and learn from others. We offer flexible working policies where working patterns are agreed with our line managers, taking into account the role, needs of the individual, and the team. We recognise that we are only as good as our people and we know how important it is to support our team. We offer: Performance related company wide bonus. Flexible hybrid working in line with our core hours (Mon-Thu, 9:30am-12:00pm & 2:00pm-4:00pm; Fri, 9:30am-12:00pm). Private healthcare for you and your family. Enhanced maternity and paternity leave. Salary exchange pension scheme. 25 days of annual leave, plus the option to purchase up to one working week and additional days for length of service. Access to our Employee Assistance Programme and digital wellbeing platform. Cycle to Work & Electric Vehicle Lease schemes. Death in service (x4 gross salary). Training and development opportunities, including dedicated learning days and regular knowledge sharing sessions. A free lunch the first Monday of every month alongside our company wide meeting. Free breakfast every Wednesday, and plenty of opportunities to socialise, including team organised activities, summer and Christmas parties, and more. About us We are based in an iconic Grade II listed building in the heart of Bristol. Our vibrant workspace houses state of the art labs, a design studio, usability suites, and collaborative meeting spaces. Nestled in a lively neighbourhood with independent shops, we're just a short walk from Park Street, the Harbourside, and St. Nick's Markets. We are proud of our values: Find a way: We work as one team, combining our knowledge and experience to unite around a shared goal. We trust each other and do what's needed to get things done and exceed expectations. Pull together: We believe anything is possible. When faced with challenges we take the initiative, using our creative spirit and determination to find bold solutions and deliver results that move us forward. Care: We act with integrity, take pride in our work, and support each other. We each play our part to make a positive impact for our customers, our colleagues, and our planet. Our diverse, multidisciplinary team spans research, design, human factors, engineering, prototyping, manufacturing, and beyond. Together, we deliver cutting edge solutions for clients ranging from global leaders to innovative start ups, with a particular focus on medical devices, drug delivery, orthopaedics, and diagnostics. Do we sound like a good match for you? If you'd like to discuss the role or would like to discuss any reasonable adjustments you may need to make your application, we'd love to hear from you. If you think you might be the right person for us but want an informal chat first then get in touch via . Please note the deadline for this vacancy is 24 April 2026 although we reserve the right to close the vacancy earlier if we have a high level of applications. We look forward to hearing from you! At Ensera Design we believe that designing for people means including all people, starting with the team behind the work. Our human centred design ethos is rooted in empathy, and our values - pull together, find a way, and care - guide us in building a team that reflects the diversity of the world we design for. We know that different perspectives lead to better ideas, stronger collaboration, and more meaningful outcomes. If you meet the skills and experience for this role, we welcome your application - whatever your background, identity, or path into design. What matters to us is that you share our belief in purposeful, people first design.

From Finance Manager to CFO: The Skills that Redefine the Modern Finance Career Path 8 min read October 4, 2025 Introduction Reaching the Chief Financial Officer level remains one of the most visible milestones in a finance career. Yet the path from Finance Manager to CFO is rarely linear. What was once an upward move through accounting and reporting roles has evolved into a broader journey-one that requires fluency in strategy, valuation, governance, and commercial leadership. In today's finance functions, technical skill is essential but no longer sufficient. The modern CFO operates at the intersection of finance, strategy, and business transformation. Over the past decade, the expectations of finance leaders have shifted dramatically. Digitalisation, private capital growth, and cross-border competition have expanded the CFO's remit from stewarding financial statements to shaping corporate direction. Whether in listed companies, venture backed scale ups, or private equity portfolio firms, employers increasingly seek leaders who can connect operational performance with shareholder value. This structural change is redefining both career trajectories and the learning pathways professionals choose along the way. The Career Path: From Finance Manager to CFO Most professionals begin their senior finance journey in controllership, management reporting, or FP&A. The Finance Manager role typically consolidates technical oversight-accounting & financial reporting, forecasting, and compliance-while introducing the first layers of strategic exposure. Progression to Finance Director or Head of FP&A demands a shift toward business partnering. This implies aligning financial data with operational decisions, managing cross functional teams, and guiding capital allocation. These middle senior positions often mark the transition from pure analysis to influence in decision making. At the upper end of the ladder, the Group Controller or CFO role brings together three dimensions of leadership: strategic foresight, governance responsibility, and stakeholder communication. The CFO becomes both an internal advisor to the CEO and a public face to investors, boards, and lenders. Working at a PE or VC Backed Company or Startup In many private equity or venture capital backed companies, the VP Finance role often represents the highest level of financial and operational leadership before a formal finance department is fully established. At this stage, a deep understanding of how private equity operates and how governance frameworks function becomes essential. The VP Finance acts as the bridge between investors and founders-ensuring transparency, financial discipline, and accountability while supporting growth objectives and capital efficiency. In the most competitive markets-London, Paris, Milan, and Madrid-median compensation reflects this blend of accountability and strategic scope. Salaries typically rise from the mid 50k range at Finance Manager level to above £120k or €120k at the CFO level, with bonuses frequently adding 15-25 percent. The salary gap signals more than seniority; it represents the premium on business judgement and boardroom literacy. Each step on the salary ladder is associated with a distinct skill profile. Skills that Drive the Transition Advancing from Finance Manager to CFO requires mastery of both the science and the art of finance leadership. Analysis of senior level job descriptions across the UK and continental Europe reveals five recurring domains of expertise that consistently appear in high earning roles: Corporate Finance: Understanding capital structure, cost of capital, and investment appraisal is now fundamental. CFOs are expected to evaluate projects through NPV, IRR, and scenario analysis, integrating these insights into strategy rather than treating them as compliance exercises. Business Valuation: The ability to value companies, divisions, and strategic options underpins decision making in M&A and fundraising. Whether through discounted cash flow, comparables, or transaction multiples, valuation fluency signals boardroom readiness. Corporate Governance: Boards demand finance leaders who understand oversight frameworks, director duties, and audit committee dynamics. Governance knowledge is increasingly vital as CFOs become custodians of transparency and ethical decision making. Private Equity and Venture Capital Exposure: Many modern CFOs operate within PE backed or VC backed structures. Familiarity with investor reporting, capital calls, and exit strategies differentiates candidates capable of engaging private capital stakeholders. Mergers and Acquisitions: Strategic growth through acquisitions is common across Europe's mid market. Experience managing due diligence, synergy assessment, and post deal integration enhances a finance leader's credibility. Developing these skills systematically is what transforms financial managers into strategic partners. As many executives acknowledge, finance today is no longer just about slicing and dicing excels to present a P&L - which nowadays, thanks to advanced tools and business intelligence these are almost automated - it is more about direction and understanding of market dynamics. Valuefinex, provider of fractional CFO services in the UK and Europe said, "our fractional CFOs support private equity backed and Series A+ companies, where the role typically requires senior finance leaders to prioritise in the short term, the streamlining of the processes, enhancing information flow, and reducing back office manual and repetitive workload. The goal is to redirect those hours toward greater involvement in the commercial and strategic aspects of finance in the mid and long term." This convergence creates both opportunity and pressure. The route to CFO can accelerate for those who deliberately acquire cross functional exposure-leading system implementations, managing investor relations, or contributing to board committees. Conversely, remaining confined to traditional and routine financial control may limit career mobility. Strategic literacy-understanding how to interpret valuation drivers, evaluate capital structure decisions, and communicate governance implications-is increasingly recognised as a key differentiator for leadership succession. Finance professionals who can connect analytical insight with strategic context stand out as future CFOs. The Two Clear Paths to the CFO Role Many finance professionals aspire to reach the CFO level but often find themselves constrained by traditional, reporting driven roles. The challenge is not competence, it is exposure. Without deliberate development of strategic, commercial, and governance related skills, progression can plateau. In active markets such as London, where private equity and venture backed companies represent an important share of hiring, two main routes have emerged for professionals aiming to accelerate their trajectory. The first is to acquire the five core strategic competencies-corporate finance, business valuation, corporate governance, private equity or venture capital exposure, and M&A-through focused executive programmes designed to build decision level capability. The second is to pursue a more entrepreneurial route by taking on fractional CFO or interim finance leadership roles, a fast growing segment driven by high growth and PE backed companies seeking experienced guidance on finance and governance matters. Fractional CFO roles, in particular, are reshaping how senior finance expertise is deployed. These positions place leaders at the centre of dynamic, scaling businesses where every process improvement and strategic decision can multiply enterprise value. Companies in this space are not merely looking for financial reporting or complex Excel workbooks -they seek experienced finance leaders who can bring structure, discipline, and foresight to fast growing teams. The role often involves setting standards that allow the organisation to scale efficiently while maintaining control over risk, governance, and cash flow visibility. Equally important is the ability to act as a genuine business partner to the founding team and executive leadership-working cross functionally to align operations, finance, and strategy toward the next valuation milestone or growth target. Startup funding rarely happens all at once, instead it progresses through distinct stages as the business matures. Each funding round introduces new investors, ideally higher valuations, and increasingly formal expectations around governance and reporting. At each stage, the CFO plays a pivotal role in bridging investor confidence with operational reality, ensuring the company remains both growth oriented and well controlled. At CLFI, we deliver the first online executive programme in Corporate Finance, Valuation & Governance, with exclusive modules on Private Equity and Mergers & Acquisitions-topics traditionally reserved for top tier business schools and often accessible only through employer sponsorship. Today, as brand prestige becomes less decisive than demonstrable competence, accessible and high quality executive education provides a direct bridge to boardroom readiness. The Executive Certificate in Corporate Finance, Valuation & Governance delivers a full business school standard curriculum through flexible, self paced modules. It covers five integrated courses - Corporate Finance, Business Valuation, Corporate Governance, Private Equity, . click apply for full job details

This is an opportunity to join a friendly, dynamic tax team in our St Albans office. The postholder will be responsible for the annual compliance work on their own portfolio of clients, working directly for partners. They will also be responsible for assisting the partners with planning issues and for training and supervision of staff. The client base consists mainly of HNWIs including sole-traders and partnerships. Although the majority of our clients are UK resident; non-resident and non-domiciliary issues do arise and in particular planning for individuals coming to and from the UK. We also have a number of clients who are beneficiaries of UK and non-UK trusts. Key responsibilities Dealing with all aspects of income tax (including National Insurance) and capital gains tax including reviewing PAYE coding notices where appropriate. Reviewing Self-Assessment tax returns prepared by other members of staff for approval by the client and electronically filing them. Liaising with clients on routine and ad-hoc assignments including correspondence by email, telephone and face to face meetings. Matters to include inheritance tax, income tax and capital gains tax. Assisting partners on the delivery of advisory work which will include the preparation of reports on matters such as IHT planning, residence, UK trusts, appropriate business structure. Preparation and attendance at both existing and potential new client meetings, setting budgets for the follow up work, and ensuring the work is carried out in a timely manner and within budget. Correspondence with HMRC in relation to s9A enquiries and preparing disclosures under the digital disclosure facility. Overseeing the collation of all the information needed to prepare the tax return involving liaising with other third party professionals and the clients themselves. Promptly dealing with routine post received in connection with those clients. Prioritising and organising own work to ensure consistently high standard of client care and to meet HMRC deadlines - working without supervision and to show initiative in dealing with clients' affairs. Billing clients on a quarterly basis, including making reserves and keeping partners up to date with any billing concerns. Responsible for monitoring own time budgets and chargeability. Attendance and contribution at internal departmental management meetings. Networking at events for business development. Use of computer CCH packages and SharePoint. Qualifications/education required Minimum requirement to be CTA qualified and have 5 years' private client tax experience Client facing experience is required including being comfortable speaking to and meeting with clients on a regular basis. Good organisational skills will be required to organise their own work to ensure that all deadlines are met. Ability to work independently without the need for supervision, and able to show initiative in dealing with clients' affairs and monitoring their own time budgets. Good computer skills including a sound knowledge of Word & Excel are required. About Mercer & Hole Mercer & Hole is an independent firm since being founded in 1905. Today, we are proud to say that we are a growing top 40 accountancy firm performing Audit, Corporate Tax, and advisory work. We are also a top 50 UK firm for both private client tax work and financial planning. The firm is led by 27 partners, many of whom are top 4 trained, and we value teamwork with approx 300 employees across four locations in the UK, with our new flagship office in the heart of the City in Lombard Street. We work with businesses and individuals and provide a quality, personalised service with high levels of expertise across all aspects of audit, accountancy, tax, and financial planning. We have the technical knowledge and excellence, but we also aim to give our clients practical options, and always make complex issues easy to understand. The secret to our success is a commitment to deliver only the best for our clients and to exceed their expectations from our initial contact and throughout our relationship. We are recognised for being friendly and approachable, taking the time to get to know our clients as people so that we understand what is important to them, their business ventures, and their family commitments. The firm has a varied, international client base and an international presence as we are founding members of The International Accounting Group and TAG Law which aligns over 16,000 professionals globally. Making a difference People and businesses are facing unprecedented change. Across all sectors, business owners, Boards and Executive Management Teams must continually re evaluate their position and make tough decisions that will affect their future goals and those of their organisations. We work with a range of clients from start ups, SMEs and larger corporations, including listed business, across a wide scope of industry sectors to provide them with a range of specialised services. At Mercer & Hole, we are known for our exceptional level of client care. We believe taking time to get to know our clients gives us a greater understanding of their business goals to provide real value. Audit and Accounting (note, audit services not provided to listed entities) Tax compliance and advisory Business and strategic advice VAT including partial exemption issues Virtual Finance, including bookkeeping, management accounting, financial modelling and payroll "World Class Finance" - review of financial processes and controls, including improvement recommendations and implantation guidance Regulatory returns Valuation services Merger and acquisition support and advice (including Financial Due Diligence) Private client services and exit strategy planning Raising finance We really want to attract and retain individuals who share our Values: T ogether The firm with the family feel. Express gratitude. Smile. Be humble and confident. Have fun. R esilient Change is imminent, and business is imperfect. Be open minded & agile. Assume positive intent and exercise the power of positive thinking. Each individual matters and will be heard and respected. Honesty, integrity, empathy and kindness are fundamental. S upportive We support what is important to you and show kindness in our behaviour to each other. We encourage each other to realise our potential. We strive to be the best, innovate and always do exceptional work. That's who we are and what our clients deserve. St Albans (hybrid working: 60% in the office, 40% remote). Full time or part time.

From Finance Manager to CFO: The Skills that Redefine the Modern Finance Career Path 8 min read October 4, 2025 Introduction Reaching the Chief Financial Officer level remains one of the most visible milestones in a finance career. Yet the path from Finance Manager to CFO is rarely linear. What was once an upward move through accounting and reporting roles has evolved into a broader journey-one that requires fluency in strategy, valuation, governance, and commercial leadership. In today's finance functions, technical skill is essential but no longer sufficient. The modern CFO operates at the intersection of finance, strategy, and business transformation. Over the past decade, the expectations of finance leaders have shifted dramatically. Digitalisation, private capital growth, and cross-border competition have expanded the CFO's remit from stewarding financial statements to shaping corporate direction. Whether in listed companies, venture backed scale ups, or private equity portfolio firms, employers increasingly seek leaders who can connect operational performance with shareholder value. This structural change is redefining both career trajectories and the learning pathways professionals choose along the way. The Career Path: From Finance Manager to CFO Most professionals begin their senior finance journey in controllership, management reporting, or FP&A. The Finance Manager role typically consolidates technical oversight-accounting & financial reporting, forecasting, and compliance-while introducing the first layers of strategic exposure. Progression to Finance Director or Head of FP&A demands a shift toward business partnering. This implies aligning financial data with operational decisions, managing cross functional teams, and guiding capital allocation. These middle senior positions often mark the transition from pure analysis to influence in decision making. At the upper end of the ladder, the Group Controller or CFO role brings together three dimensions of leadership: strategic foresight, governance responsibility, and stakeholder communication. The CFO becomes both an internal advisor to the CEO and a public face to investors, boards, and lenders. Working at a PE or VC Backed Company or Startup In many private equity or venture capital backed companies, the VP Finance role often represents the highest level of financial and operational leadership before a formal finance department is fully established. At this stage, a deep understanding of how private equity operates and how governance frameworks function becomes essential. The VP Finance acts as the bridge between investors and founders-ensuring transparency, financial discipline, and accountability while supporting growth objectives and capital efficiency. In the most competitive markets-London, Paris, Milan, and Madrid-median compensation reflects this blend of accountability and strategic scope. Salaries typically rise from the mid 50k range at Finance Manager level to above £120k or €120k at the CFO level, with bonuses frequently adding 15-25 percent. The salary gap signals more than seniority; it represents the premium on business judgement and boardroom literacy. Each step on the salary ladder is associated with a distinct skill profile. Skills that Drive the Transition Advancing from Finance Manager to CFO requires mastery of both the science and the art of finance leadership. Analysis of senior level job descriptions across the UK and continental Europe reveals five recurring domains of expertise that consistently appear in high earning roles: Corporate Finance: Understanding capital structure, cost of capital, and investment appraisal is now fundamental. CFOs are expected to evaluate projects through NPV, IRR, and scenario analysis, integrating these insights into strategy rather than treating them as compliance exercises. Business Valuation: The ability to value companies, divisions, and strategic options underpins decision making in M&A and fundraising. Whether through discounted cash flow, comparables, or transaction multiples, valuation fluency signals boardroom readiness. Corporate Governance: Boards demand finance leaders who understand oversight frameworks, director duties, and audit committee dynamics. Governance knowledge is increasingly vital as CFOs become custodians of transparency and ethical decision making. Private Equity and Venture Capital Exposure: Many modern CFOs operate within PE backed or VC backed structures. Familiarity with investor reporting, capital calls, and exit strategies differentiates candidates capable of engaging private capital stakeholders. Mergers and Acquisitions: Strategic growth through acquisitions is common across Europe's mid market. Experience managing due diligence, synergy assessment, and post deal integration enhances a finance leader's credibility. Developing these skills systematically is what transforms financial managers into strategic partners. As many executives acknowledge, finance today is no longer just about slicing and dicing excels to present a P&L - which nowadays, thanks to advanced tools and business intelligence these are almost automated - it is more about direction and understanding of market dynamics. Valuefinex, provider of fractional CFO services in the UK and Europe said, "our fractional CFOs support private equity backed and Series A+ companies, where the role typically requires senior finance leaders to prioritise in the short term, the streamlining of the processes, enhancing information flow, and reducing back office manual and repetitive workload. The goal is to redirect those hours toward greater involvement in the commercial and strategic aspects of finance in the mid and long term." This convergence creates both opportunity and pressure. The route to CFO can accelerate for those who deliberately acquire cross functional exposure-leading system implementations, managing investor relations, or contributing to board committees. Conversely, remaining confined to traditional and routine financial control may limit career mobility. Strategic literacy-understanding how to interpret valuation drivers, evaluate capital structure decisions, and communicate governance implications-is increasingly recognised as a key differentiator for leadership succession. Finance professionals who can connect analytical insight with strategic context stand out as future CFOs. The Two Clear Paths to the CFO Role Many finance professionals aspire to reach the CFO level but often find themselves constrained by traditional, reporting driven roles. The challenge is not competence, it is exposure. Without deliberate development of strategic, commercial, and governance related skills, progression can plateau. In active markets such as London, where private equity and venture backed companies represent an important share of hiring, two main routes have emerged for professionals aiming to accelerate their trajectory. The first is to acquire the five core strategic competencies-corporate finance, business valuation, corporate governance, private equity or venture capital exposure, and M&A-through focused executive programmes designed to build decision level capability. The second is to pursue a more entrepreneurial route by taking on fractional CFO or interim finance leadership roles, a fast growing segment driven by high growth and PE backed companies seeking experienced guidance on finance and governance matters. Fractional CFO roles, in particular, are reshaping how senior finance expertise is deployed. These positions place leaders at the centre of dynamic, scaling businesses where every process improvement and strategic decision can multiply enterprise value. Companies in this space are not merely looking for financial reporting or complex Excel workbooks -they seek experienced finance leaders who can bring structure, discipline, and foresight to fast growing teams. The role often involves setting standards that allow the organisation to scale efficiently while maintaining control over risk, governance, and cash flow visibility. Equally important is the ability to act as a genuine business partner to the founding team and executive leadership-working cross functionally to align operations, finance, and strategy toward the next valuation milestone or growth target. Startup funding rarely happens all at once, instead it progresses through distinct stages as the business matures. Each funding round introduces new investors, ideally higher valuations, and increasingly formal expectations around governance and reporting. At each stage, the CFO plays a pivotal role in bridging investor confidence with operational reality, ensuring the company remains both growth oriented and well controlled. At CLFI, we deliver the first online executive programme in Corporate Finance, Valuation & Governance, with exclusive modules on Private Equity and Mergers & Acquisitions-topics traditionally reserved for top tier business schools and often accessible only through employer sponsorship. Today, as brand prestige becomes less decisive than demonstrable competence, accessible and high quality executive education provides a direct bridge to boardroom readiness. The Executive Certificate in Corporate Finance, Valuation & Governance delivers a full business school standard curriculum through flexible, self paced modules. It covers five integrated courses - Corporate Finance, Business Valuation, Corporate Governance, Private Equity, . click apply for full job details