IT’S NOT OVER TILL IT’S OVER!

So, You Want to Be a Credit Manager? Here's What You Need to Know

So, You Want to Be a Credit Manager? Here's What You Need to KnowCredit Management isn’t just about chasing payments — it’s about protecting the lifeblood of a business: cashflow. To help future finance leaders get a real feel for what it’s like to step into a Credit Manager role (and thrive!), we asked current Credit Manager, Philip Holborough to share their honest thoughts in our Voices of Transactional Finance Leaders Series. In this article, Philip talks about everything from the challenges he’s faced along the way, to the skills and attitudes that really make a difference. He also gives a glimpse into how the role is changing, what impact technology like AI might have, and why having a "bulldog attitude" could actually be one of your biggest assets. Whether you're just starting out or aiming for the next step in your career, their advice is packed with real-world lessons you won’t want to miss.What do you think future leaders should prioritise or focus on most in order to successfully make themselves appointable as a Credit Manager?Debtor payment trends. Regardless of industry the key to successful Credit Managers is analysis of payment performance – this is often the biggest tell-tale sign of potential payment issues in the future.What are both the best and the most challenging aspects of being the Credit Manager of a fast-paced business? Blending Credit with Sales. Often the two don’t mix well – but open, frank and honest conversations where clarity of objectives is understood on both sides will help in a very challenging environment.What are your opinions about the relationship between a Credit Manager and the FC/CFO and CEO? What is critically important in building a successful partnership and providing the right support to the FC/CEO/CFO? A good CFO will recognise the importance of a Credit Manager – not always the case with CEO as they are often more strategic and commercial in their approach and less likely to be open to credit conversations over sales performance.What new key skills or attributes do you think the next generation of Credit Managers are going to need to develop? Tenacity. Both internally and externally. “The squeaky wheel gets the oil!” Don’t be afraid to offer opinions based on gut instinct and past experience. You will earn the respect of the business very quickly if you are able to nail your colours to the mast! Are new technologies like Artificial Intelligence having much of an impact on your role as Credit Manager yet? What impact do you think they will have over the next few years? AI frightens me – but I recognise the importance of some labour-saving aspects. A computer will never get someone to pay a bill – only a human voice can do that.Is it possible to maintain a reasonable work life balance at Credit Manager Level or do you have to accept that there will be personal sacrifices in order to progress to that level?Clear boundaries are very important. CM can be a stressful occupation – you must be able to separate these to ensure no burn out!Away from core credit knowledge, what personality traits have been critical to your success as a Credit Manager? Are these natural or have you worked on developing them?The willingness to not let go! Bull dog attitude – obviously with respect to the customer and the wider business. Don’t give up.What is the one single best piece of advice you were given early in your career that still holds true today? “Show me the money!” Cashflow is critical to any business large or small – the Credit manager is the custodian of this process.If there’s one thing Philip’s advice makes clear, it’s that being a great Credit Manager is about a lot more than just ticking boxes. It’s about sharp instincts, real tenacity, clear communication, and a relentless focus on cashflow — all while building strong relationships across the business. The role might change over time, especially as new technologies come into play, but the core principles stay the same: know your numbers, trust your gut, speak up when it matters, and never lose sight of the bigger picture. For anyone thinking about a career in Credit Management (or already on the way), these lessons are pure gold. Take them on board, keep learning, and remember — the best Credit Managers aren’t just protecting the cash, they’re helping to drive the whole business forward. Looking for your next career move in finance or accountancy? At Sharp Consultancy, our expertise lies in matching your potential with the perfect temporary, interim, or permanent position. With a well-established presence in Leeds and Sheffield, our seasoned team of consultants extends their services across Yorkshire and beyond. Don't wait for opportunity to knock, reach out to us TODAY and let's chart your career path together.

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Those of you who have known me for some time might be surprised to read that this is my first comment piece of 2021. Normally, I would be out of the trap like a rabbit during the first days of January with uplifting and inspiring words to share on how ‘new year brings new opportunities in your career’ and there’s ‘no better time to look ahead and shape the team around you for success’.

This year, however, has got off to somewhat of a different start.

I began 2021 much like I do every year. Phone calls to clients and candidates, exchanging pleasantries about the festive break, sending best wishes for the coming year and then moving on to discuss business. But during those early days of January, each conversation followed what was to become a very familiar path.

“So how are things?” I’d ask, to which I was met with, “We’re not really sure.”

I’d had comparable conversations with many of these same people pre-Christmas and the contrast in responses and mood could not be more stark. Then, there was a collective feeling that, let’s face it, 2020 had been – to put it politely – pretty rubbish all round; but as the end of the year approached there was a sense of optimism, the mood was decidedly upbeat, and you felt that a corner was very much about to be turned – “we just need to get through these next few weeks and 2021 will be a new start” (or words in a similar vein).

But then the hammer blow came – tucked into that week between Christmas and New Year when you are never quite sure what day of the week it is – that we were to be plunged back into a national lockdown.

Now you might say that this was not completely unexpected. In fact, you might argue that after the introduction of the tier system, the four week lockdown in November and the last-minute changes to relaxing the rules over the festive period, it was very much on the cards and was, by the majority of people, entirely expected. But despite all of signs that it was coming, it certainly knocked the wind out of a lot of peoples’ sails.

So why was that when we have effectively been living and working under enforced restrictions in some form or another for well over nine months now? The more people that I engaged with, the more apparent the answer became.

It was clear that nobody expected that this would all be done and dusted, as if the chimes from Big Ben would signal the time for COVID-19 to leave the party. But there was something about the shift from 2020 to 2021 that had given people something to hold onto as the end of the year approached, and that, come the new year, things could be and would be different. It was what had driven them on through those final weeks – possibly why for some the November lockdown was close to, as things currently stand, business as usual – as they drew on their last reserves of resilience to see out 2020 and be ready to face 2021 with renewed focus and determination.

And whilst for many, little changed from one day to the next following the lockdown announcement as they were already operating under some degree of restrictions, the collective psyche that we were leaving the rollercoaster of 2020 behind and turning a new page/making a fresh start/opening a new chapter (insert your own favourite cliché as you wish) which had helped people get through the final few weeks of the year had been whipped away overnight.

For many, the news that 2021 was starting with more of the same, took several weeks of mental adjustment whilst they got to grips with the situation, regrouped and reset their priorities. However the last week or so has seen the tide start to turn and my most recent conversations with those that I spoke with at the beginning of the year have been peppered with much more of the resolve and fight that will ensure that we emerge from this.

Any runners amongst you will have no doubt said at some point that the final miles of any race can be the hardest. It seems that there are still a few more miles of this particular race to be run – but we should all remind ourselves that we are now much closer to the end than we were at the beginning.

Sharp Consultancy specialises in the recruitment and executive search of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your recruitment needs or next career move.