INSIDE VIEW – AMY WELLS, CHIEF STRATEGY OFFICER AT

Economic Outlook Roundtable: What Yorkshire’s Finance Leaders Are Saying About Growth, Hiring and the Road Ahead

Senior finance professionals from across Yorkshire recently joined Sharp Consultancy for an exclusive roundtable discussion featuring an economic update from Paul Mount, Economist and Deputy Agent at the Bank of England. The session provided a timely, in-depth look at the UK’s economic landscape — followed by a candid conversation about what businesses are experiencing on the ground.The picture that emerged was one of cautious realism. While official forecasts point to easing inflation and a gradual return to stability, many organisations across the region continue to navigate weak demand, rising labour costs, tightening legislation and stalled investment projects. Yet despite these pressures, there remains a strong sense of resilience and adaptability — qualities that have long defined the Yorkshire business community. At Sharp Consultancy, our specialist finance and accountancy teams speak daily to employers and professionals across commerce, industry, public practice and the not-for-profit sector. What we heard in this session closely aligns with the insight we gather from clients and candidates across the region. Below, we explore the key themes shaping business confidence, recruitment activity and the outlook for 2026. Inflation Is Easing, but Confidence Has Yet to Follow The Bank of England outlined its latest central forecast: Inflation expected to gradually return toward the 2% target. GDP growth set to remain modest but stable through 2026. Interest rates anticipated to settle around 3.5% based on market expectations. Unemployment projected to hold near 5%. However, the sentiment in the room was clear: despite improving headline numbers, confidence across most sectors remains fragile. Many organisations described the environment as “flat” — not contracting, but unable to capitalise fully on opportunities due to economic uncertainty. Sharp Consultancy continues to see this play out: businesses are stabilising rather than expanding, focusing on cash management, operational efficiency and carefully controlled hiring. Labour Costs Continue to Reshape Workforce Strategies Wage pressures were a recurring theme throughout the discussion. Employers highlighted: Significant increases to the National Living Wage. Higher employer National Insurance contributions. Expected future changes to minimum wage equalisation for younger workers. Rising cost and complexity associated with apprenticeships. These factors are pushing up costs at every level of the workforce and reshaping recruitment behaviours. Across Sharp Consultancy’s accountancy and finance divisions, we are seeing: Strong demand for replacement hires where roles are business critical. Lower volumes of growth hires, particularly in commercial and project-focused appointments. Clients increasingly prioritising candidates who bring breadth, adaptability and long-term value. Construction & Infrastructure: Capacity Under Pressure Leaders from the construction sector painted a challenging picture — one mirrored by many Sharp Consultancy clients operating across the wider built environment. Key themes included: Planning delays of 9–10 months, particularly related to the Building Safety Act. Businesses holding on to workforce capacity despite reduced margins — a strategy that may not be sustainable in 2026. Difficulty justifying new capital expenditure under IFRS when future cashflows are uncertain. Concerns that smaller subcontractors may not withstand prolonged delays or reduced demand.Yet, attendees also highlighted that construction could become a catalyst for economic recovery — provided policy reform and planning improvements unlock stalled projects. Manufacturing: Rising Costs and Shifting OperationsLeaders representing manufacturing shared concerns around: Rising energy and operational costs. Increased frequency of site closures and offshoring. Significant challenges in attracting engineering and technical talent. Early signs of contraction in several sub-sectors, with aerospace a notable exception. These pressures reinforce the growing importance of finance leaders who can model scenarios, manage volatility and guide long-term planning — roles Sharp Consultancy continues to support across the manufacturing landscape. Charity & Public Sector Organisations Facing Acute Strain For organisations reliant on local authority funding, the challenges are particularly stark. Attendees reported: Government and council funding caps. Rising NI, wage costs and VAT changes adding millions to annual budgets. Increasingly complex consultation requirements under forthcoming employment legislation. The likelihood of significant cuts to the frontline services in the months ahead.Sharp Consultancy’s continues to work closely with organisations navigating these pressures, supporting clients through restructuring, recruitment challenges and financial planning needs. Recruitment Outlook: Stability Over Expansion Across sectors, the message was consistent: 2026 is expected to be cautious, steady and focused on maintaining capability rather than expanding headcount. Attendees forecast: Workforce levels remaining broadly flat. Hiring driven by essential replacement roles. Transformation, M&A and large-scale project hiring likely to remain subdued. Improved recruitment confidence only once interest rates and policy direction stabilise. For employers, this means sharper competition for high-quality finance talent — an area where Sharp Consultancy’s specialist teams continue to provide targeted, market-led support. What Comes Next? A Slow but Steady Rebuild Despite the challenges discussed, the roundtable ended on a constructive note. Many leaders believe that once interest rates settle and stalled investment begins to move, the region could see a more meaningful upturn — potentially from 2026 onwards. Yorkshire businesses have proven time and again that they are resourceful, resilient and ready to adapt. Sharp Consultancy remains committed to supporting them through every stage — whether stabilising teams, recruiting future leaders, or navigating the next phase of growth. If you’d like to understand what these economic trends mean for your business or team, speak to our specialist consultants for a confidential market discussion. Contacts Us

Read article

International Women’s Day (8 March) is a global day celebrating the social, economic, cultural and political achievements of women. The day also marks a call to action for accelerating women’s equality.

We caught up with Amy Wells, Chief Strategy Officer at JLA, a private equity backed critical asset supply and services business who shared her thoughts on championing diversity in the workplace.

Having graduated from Newcastle University with a degree in Economics, Amy joined PwC where she qualified as a Chartered Accountant before taking up an Analyst role at Rothschild where she progressed to Director. In 2019 she joined JLA as M&A Director and was appointed to the Executive Board as Chief Strategy Officer the following year.

What do you perceive are the main advantages and disadvantages to being a woman at work?

For me the main advantage would be the ability to offer a different perspective. Every individual offers something different to the workplace and I believe it is important not only to build diverse teams, but also to understand and appreciate each other’s differences and the diversity of thought and perspective that brings. Whether it be diversity in the form of gender, ethnicity, religion, age or sexual orientation, collectively those unique and different individuals will make a more well-rounded, successful team.

I think the main disadvantage for most women is balancing work and a career with family life. Having become a parent myself just 9 months ago, I can foresee very different life and work challenges to come when I return from maternity leave. But a good employer should recognise the challenges parenthood brings, regardless of gender, and support its employees to fulfil their family life alongside their work commitments, in whatever form that support takes.

What is the best piece of advice you have been given?

Don’t be afraid of change. In today’s fast paced environment change is almost inevitable, so it is important to learn to embrace change, focus on the positives and the opportunities it can bring.

What is your biggest success or challenge completed?

I am very proud of my career to date (thank you to Sharp Consultancy for their part in my journey!) but particularly my time in Investment Banking at Rothschild. When I entered the world of Investment Banking as an Analyst I was the first female in the team, in fact I was told that I was hired as the “token female”. Despite the preconceptions of others, I worked hard, was extremely dedicated and brought a different dynamic to the team, all of which helped me to be recognised and progress quickly through to Director. Embracing the challenge of being a young female in a very male dominated environment has certainly underpinned my passion for diversity in the workplace.

From a work perspective, what would be the one change you would make to help forge a gender equal world?

Employer encouragement for both parents to be very much involved in family life. When it comes to job offers and promotions I believe there is less gender bias today than 10 years ago (although it still exists), however, women still take the majority of the responsibility when it comes to children. When I return from maternity leave my partner will take equal share of responsibility when it comes to our family and his employer has been very supportive of this. I believe the more this is encouraged the easier it becomes for women to enjoy their work and achieve their career aspirations alongside enjoying family life.

Who is your female role model and why?

I don’t have a single female role model, but there are many women close to me who I admire. From my mother who was a successful undercover police officer back in the 80’s, to female friends and family members who juggle everyday life with being working professionals and giving 110% to both.

Are there any particular initiatives that your organisation has in place which have had a significant impact on diversity and inclusion?

Although it is the role of all colleagues to be part of the D&I drive, we have an amazing HR Director who won the Financial Times Championing Gender Diversity Award in 2019, and she is leading a host of initiatives to ensure our female colleagues are supported in their development and progression through the business. A particular focus at the moment is around attracting more women into engineering roles at JLA, and we are currently partnering with The Women's Engineering Society on this topic.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today for expert advice on your next career move.

INSIDE VIEW – AMY WELLS, CHIEF STRATEGY OFFICER AT JLA