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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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Securing the best talent can be a challenge for any organisation and in a candidate-led market you may have found yourself in the position where your first choice for the role has turned down your job offer. There can be any number of reasons for this; some may be completely out of your control however there are several steps that you can take as an employer to put you in a prime position and make them an offer they simply will not be able to refuse.

Reason 1: A slow recruitment process

This is undoubtedly one of the primary reasons why your favoured candidate may no longer be in the market for a new role. If you think a candidate stands out from the crowd then the chances are that other employers looking to fill a similar position will think the same! Top talent will be in demand and it is often the employer who is able to move swiftly and make a strong offer that reaps the rewards.

What you can do: Ensure that your recruitment process is as streamlined as possible with the key decision makers involved so there are no delays when you have identified the best person for the role.

Reason 2: Uncompetitive salaries

Whilst a good salary on its own is unlikely to be enough to sway the best candidates, offering too little could increase the chances that they will accept an offer from elsewhere if they feel they can command more for their skills. The top candidates are very likely to be at the higher end of the salary bracket for their role and their current employer could look to make a counteroffer to retain them.

What you can do: Ensure that you are offering competitive financial renumeration packages and benchmark salary levels against similar roles in other organisations. Bear in mind that salary benchmark tools will provide a useful point of reference, but these should be used as a guide and you will need to apply your own circumstances when determining your final figure.

Reason 3: Lack of benefits package

Today’s top candidates are looking beyond the salary on offer and weighing up the full benefits package that is potentially available. Not only will a comprehensive package carry financial ‘value’, but it can also demonstrate a company’s commitment in a range of areas such as employee wellbeing.

What you can do: If you do not currently offer a benefits package, look to put one in place as soon as possible and review on a regular basis. Consider what benefits are most likely to appeal and bear in mind that these may be different depending on a person’s career status or life situation. To really attract the best talent, where possible build in an element of flexibility to enable your employees to tailor their package to suit their individual needs.

Reason 4: Poor work-life balance

The last year has demonstrated that it is much more possible to work effectively from home. Whilst in time there will more than likely be a return to workplaces, it is expected that more employers will give staff the opportunity to continue to work at least a portion of their hours from home. Sticking steadfastly to the traditional office based 9-5 could be off-putting to candidates looking to achieve a better work-life balance.

What you can do: Put in place and review a flexible working policy which enables employees to tailor their hours around childcare needs or arrangements outside of work whilst still meeting the needs of the business. Even simple things like allowing employees the option to take longer lunch breaks to enable them to attend an exercise class will help boost morale in the team.

Reason 5: Lack of progression opportunity

Even the best salary and benefits package is unlikely to see the top candidates overlook a lack of progression opportunities. The best talent will be ambitious and will be looking to see how you can help them achieve their career goals.

What you can do: Outline the training and development opportunities that will be provided by the company. Describe how you see the successful candidate contributing to the future of the organisation and be clear to demonstrate that there is room to grow in the company. Create excitement about the opportunity to join the organisation and look at the possibility of introducing them to the team they will be working with so they can start to build a rapport.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today to speak to a member of our team about your recruitment needs.

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