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Sewell Wallis is looking for a hands on Financial Controller for a company based in East Ridings of Yorkshire, near Pocklington. This role is with a commercial property business with big growth plans! An exciting opportunity to create a finance team from the ground up, you'll be handling the day to day finance functions, working closely with the entrepreneurial founder and long standing CFO to build on solid foundations and push the business forward. The business currently has a range of properties to manage, with a turnover of approx. £35 mil, it's a fast paced environment, and they're constantly looking to buy new sites and take on new investments. This opportunity is perfect for someone who likes to be in the thick of it, a problem solver who takes a practical and proactive approach. You'll need to be a qualified accountant who is confident with production of management information, alongside commentary and presentation of this to the SLT, creation of budgets, cash flow management, and submission of year end accounts. The role will develop over time and as the business and team grows, your responsibilities will move and change with the demands of the business, so you'll need to be adaptive. What will you be doing? Monthly management accounts, commentary, presentation of the information to the senior team. Budgets and forecasting. Cash flow management. Statutory reporting. Invoice processing (to begin with, before the team develops) Development of a finance team from the ground up. Basic payroll. What skills are we looking for? Qualified Accountant - (CIMA, ACCA, ACA) Hands on approach to management and problem solving. Confident communicator, both written and verbal. Someone who enjoys working collaboratively and as part of a lively team. Experience leading on day to day finance functions Experience of working in a fast paced growing business. Creation of a finance team from scratch. What's on offer? A competitive salary £65 000 £70 000 Company car. Progression opportunities. New modern office facilities Parking on site. Send us your CV below, or contact Inci Evcil for more information. To apply please send your CV, quoting our reference and specifying which website you saw this position advertised on. Due to the high volume of applications please accept that if we have not responded to your application within seven days, your application has not been successful. Sewell Wallis is a specialist recruitment company with a vast amount of experience in our industry we offer permanent, temporary and interim recruitment support for accounting and finance, human resources and business support positions. We recruit at all levels within finance from Purchase Ledger Administrator and Credit Controller level through to Financial Controller and Director positions. With offices in Sheffield and Leeds, we are well situated to cover all of South Yorkshire, West Yorkshire and Manchester. Please visit our website for more information on accountancy and finance jobs and human resources or business support positions.

Credit Controller / Excellent Salary DOE + Benefits / Stockport Town Centre / 3-Month Temporary Role (Potential Extension) / Hybrid Working Credit Controller Benefits Competitive Salary £30,000 - £32,000 Immediate start opportunity Hybrid / Flexible Working Options Company Pension Scheme Supportive Shared Services Environment Opportunity for role extension beyond initial 3-month contract NC Associates are working in partnership with a well-established organisation based in Stockport town Centreto recruit a Credit Controller on an initial 3-month temporary contract, with the potential for extension. This is an excellent opportunity for an experienced Credit Controller who is passionate about managing customer accounts, reducing aged debt, and supporting strong cash flow performance across the business. Reporting into the Credit Manager, you will play a key role within the Order to Cash function, working closely with internal stakeholders and external customers. The successful candidate will be confident, customer-focused, and comfortable working in a fast-paced environment with clear targets and responsibilities. Credit Controller Responsibilities Ensuring timely collection of outstanding customer payments to maintain healthy cash flow Assessing customer creditworthiness and setting appropriate credit limits and controls Managing and maintaining customer accounts within credit control systems Regularly reconciling customer accounts and resolving discrepanciesInvestigating and resolving invoice queries and payment disputes Producing aged debt reports, cash collection forecasts, and credit exposure reporting Liaising with internal teams including Sales and Finance to resolve payment issues Monitoring overdue accounts and escalating high risk cases when required Maintaining accurate customer records and system data Ensuring compliance with company credit policies, financial controls, and data protection requirements Identifying opportunities to improve credit control processes and reduce overdue debt Supporting ad hoc duties as required to support the wider finance team Credit Controller Experience Required To be successful in your application, you must have the following experience: Previous experience working in a Credit Control or Accounts Receivable role Strong understanding of the Order to Cash (OTC) process Proven ability to manage and reduce aged debt Experience assessing credit risk and setting credit limits Excellent written and verbal communication skills Strong attention to detail with the ability to meet strict deadlines Proficiency in Microsoft Excel (VLOOKUPs, Pivot Tables advantageous) Customer focused with a proactive and can do attitude Ability to work well under pressure and manage conflicting priorities Full UK driving licence and willingness to travel between sites (if required) What's on Offer? This is an excellent opportunity for an experienced Credit Controller available at short notice and looking to join a professional and supportive finance team on an initial 3-month assignment, with the potential for extension depending on business needs and performance. The role offers exposure to a structured finance environment and the chance to make an immediate impact on cash collection performance. If you have the relevant experience and are available for your next interim opportunity, please apply today or contact for further information. Due to the high volume of applications, only candidates with relevant experience will be contacted. We are committed to diversity and inclusion. We welcome all applicants of identity, personal characteristics, or background.

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

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

Interim Position - Initially a 9-Month Fixed Term Contract Location: West Bromwich Sector: Service-Based Engineering We are seeking a highly capable and proactive professional to join a well-established, service-driven engineering business based in West Bromwich on a 9-month fixed-term contract. This is an excellent opportunity to step into a fast-paced environment and make an immediate impact wi click apply for full job details