“Why Are You Looking to Move?” – How Finance

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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It’s one of the most common interview questions in accountancy and finance—and often one of the most difficult to answer well.

When you’re asked why you’re looking to move on from your current role, it can be tempting to focus on frustrations. Whether it’s limited progression, workload pressures around month-end, or a lack of commercial exposure, most finance professionals have valid reasons for exploring new opportunities.

However, how you communicate those reasons is just as important as the reasons themselves.

Keep it professional and forward-looking

A professional man sitting at a desk, using a laptop while talking on the phone.

In a close-knit finance market—particularly across Yorkshire and the North—reputation matters. Speaking negatively about your current employer, team, or leadership can raise concerns about your professionalism and long-term fit.

Hiring managers are not just assessing your technical ability; they are also considering how you will represent their business. A measured, positive response demonstrates integrity and emotional intelligence—both highly valued in finance roles.

Focus on progression and development

Most career moves within accountancy and finance are driven by a desire to grow. This could include:

Taking on broader responsibilities (e.g. moving from Management Accounts into a more commercial Finance Business Partner role)
Gaining exposure to strategic decision-making or senior stakeholders
Developing technical expertise in areas such as reporting, systems, or compliance
Progressing into leadership roles such as Finance Manager or Financial Controller

Framing your answer around development shows ambition and aligns your goals with the needs of the business.

A wooden block featuring an upward arrow against a green backdrop, representing advancement and progression.

Align your answer to the opportunity

Strong candidates tailor their response to the role they are interviewing for.

Take time to understand the position and highlight how it supports your career direction. For example:

“I’m looking to build on my experience in month-end reporting by moving into a role with greater involvement in budgeting and forecasting.”
“I’m keen to step into a more commercially focused role where I can partner with stakeholders and add value beyond the numbers.”
“This opportunity offers the scale and complexity that will allow me to further develop my technical skillset.”

This approach demonstrates that you’ve thought carefully about your next move and are genuinely interested in the role—not just any move.

Be honest—but balanced

It’s perfectly acceptable to acknowledge that your current role may no longer meet your long-term goals. The key is to keep your explanation constructive rather than critical.

For example, instead of focusing on what’s missing, position your move as a natural next step in your career.

A collection of Scrabble tiles spelling "Success favours the prepared," highlighting the value of being well-prepared.

Prepare and practise

As with any interview question, preparation is essential.

Think about your key motivations, structure your answer clearly, and ensure you can confidently link your experience to the requirements of the role. A well-prepared response will help you come across as focused, self-aware, and motivated—qualities that are highly sought after across finance teams.

At Sharp Consultancy, we support finance and accountancy professionals across temporary, interim and permanent opportunities, from transactional roles through to senior leadership appointments. Our team has a deep understanding of the market across Yorkshire and beyond, and we work closely with candidates to help them position themselves effectively at every stage of the recruitment process.

If you’re considering your next move or would like tailored interview advice, get in touch with our team today.