Leaders Insight - with Matthew Jowett, CFO at

Evie Irons: Behind the Desk

In our latest Behind the Desk feature, we sit down with Evie Irons. Evie recently joined Sharp Consultancy as a Consultant within our Leeds office, working as part of our Transactional Temps team.Having made the move into recruitment, Evie brings a strong commercial foundation and a genuine passion for building relationships to her work supporting temporary finance professionals across Leeds.In this edition of Behind the Desk, we spend some time getting to know Evie - exploring her journey into recruitment, the lessons she's learned so far, and the perspective she brings to supporting finance professionals.Getting to Know Evie: Background and InspirationEvie's path into recruitment started with a degree in Business Management and Marketing, chosen because she wanted to understand how businesses operate and how they build relationships with customers. It was during her time at university that the people-focused side of business really caught her attention, and she began looking for a career that let her combine commercial thinking with building genuine relationships. Finance and accountancy recruitment stood out for exactly that reason. "These roles are critical to every organisation, and the market is fast-paced and constantly evolving," she explains. "I enjoy learning about different businesses, understanding their hiring needs, and matching them with candidates."Starting a new career can be a big step, and Evie admits the industry has surprised her in a few ways. She expected recruitment to be mainly about filling vacancies, but has come to learn it's really about building trust, with both clients and candidates. The pace has been another eye-opener; priorities can shift quickly, and adapting to that has pushed her to become far more organised and flexible than she might have expected going in.Industry Perspective: Lessons and Approaches in RecruitmentAsk Evie what she's found most rewarding so far, and it comes back to people. Working with graduates, much like herself, and helping them land roles that genuinely fit has been a particular highlight. "Starting your career can be challenging, so it's great to support people through that process and help them take the next step." The same goes for clients, understanding what they're looking for and finding the right person for their team, knowing that a good match makes a real difference on both sides.The reality of recruitmentIt's also given her a clearer view of what recruitment actually involves. A common misconception, she says, is that the job is just matching CVs to vacancies. In reality it's about building relationships, understanding what both candidates and clients truly want, and finding a fit that lasts, while supporting candidates through a process that can otherwise feel stressful.When it comes to what makes someone stand out in transactional finance, Evie points to reliability, attention to detail, and strong organisational skills, alongside good communication, since the role means working across different teams and managing expectations. A positive attitude, adaptability, and a genuine willingness to learn round it out, qualities she believes matter even more for candidates early in their careers.Where the market is heading?Being at the start of her recruitment career has also given Evie a sharp read on today's job market, and competition is the word that comes up most. Candidates need to stand out through the right skills, a positive attitude, and a genuine willingness to learn, and she's noticed employers increasingly looking beyond experience alone, valuing adaptability and potential to grow within a role.She's equally clear on what candidates value most from a recruiter: honesty, communication, and a sense of being genuinely supported throughout. For Evie, that means taking the time to understand what someone is really looking for and offering guidance, rather than simply putting them forward for any available role. Trust and keeping people updated, she says, make all the difference.If she could change one thing about the hiring process, it would be communication and feedback. Candidates are too often left unsure of where they stand, and clearer updates throughout would make the experience better for everyone involved.Beyond the Desk: Life Outside WorkOutside of work, Evie makes time for the people and places that matter to her. She's originally from near the Peak District and loves getting out for walks there whenever she can, alongside catching up with friends and family and the odd spot of shopping. Her free time has recently gained a new focus too, in the form of a puppy she's spending plenty of walks and quality time with.Given the choice of anywhere in the world, Evie would book a flight to New York without hesitation, drawn by the atmosphere, the landmarks, and everything there is to see and do, from Central Park and Times Square to the food, shopping, and culture the city is known for.Closer to home, the one thing she always makes time for is her friends and family, whether that's a catch-up, a walk, or simply relaxing together. It's her way of switching off and keeping a healthy balance outside of work. Since joining the business, Evie has brought energy, curiosity, and a genuine care for candidates to the team. Her people-first approach and eagerness to learn make her a valuable addition to the Leeds office.We're pleased to welcome Evie to the team and look forward to seeing her desk continue to grow in the months ahead.--At Sharp Consultancy, we're committed to giving our people the support and platform they need to build a rewarding career. If this sounds like the kind of path you'd like for yourself, take a look at our Careers page to find out more.

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Welcome to the third instalment our insightful blog series ‘Leaders Insight’ where we continue to delve into the professional lives of these experienced senior-level experts and highlight their multifaceted expertise to inspire the next generation of CFOs.

In this chapter we caught up with Matthew Jowett, CFO at Kelling Group.

Kelling Group is a leading provider in the hire of specialist access equipment, access platforms, welfare unit hire and services to growing infrastructure and associated end markets. Kelling Group also recently won the award of Mid-Market Corporate of The Year in the 2023 The Yorkshires. Business Awards.

What, in your opinion, are the major differentiators between the role of a CFO and a Finance Director?

As a general rule, the role of CFO is more strategic and forward looking than that of a Finance Director. Whereas the Finance Director will spend the majority of their time in the Finance function, ensuring a solid financial foundation for the business and managing the ‘day-to-day’, a CFO typically spends more time in the wider business as well as managing external stakeholders e.g., investors, banks, key customers / suppliers. The reality can be very different, however, and depends on the size and nature of the business concerned; there is often quite a blurred line between the two roles, especially in smaller businesses where scale / complexity may not yet justify the cost of both in the organisation. As CFO, I am in my stride delivering a new banking facility, carrying out due diligence on an acquisition or presenting our 5-year plan to investors, but the thought of reviewing the month end consolidation or VAT return would give me cold sweats!

What do you think future leaders should prioritise or focus on most when they initially make the step up to CFO?

Build a good team around you to ensure you can delegate and focus the necessary time on the more strategic areas. If you don’t have the appropriate resource and expertise in the team, you’ll quickly get sucked down into too much detail and lose sight of the bigger picture.And on that note….

Spend time getting out and about in the business – you’ll need to force yourself to do this, it’s easy to get stuck behind the desk in the office. Speak to your staff root-and-branch and take a genuine interest; it’s amazing what you’ll learn and be able to bring back to the boardroom table. And take the time to learn your products and services inside out. Know your key costings and pricings to the penny; it will help you make better sense of your P&L and KPIs and to make better business decisions.

Your network is increasingly important as you step into a more strategic role. Being able to pick up the phone to a trusted advisory contact or an industry peer to sense check something new or unfamiliar is invaluable.

Reflecting on your first couple of years in the role of CFO what were the pitfalls you wish you had been aware of and would advise future leaders to try and avoid?

Pace yourself! Map out key objectives over a sensible / realistic timeframe and don’t try to do too much too quickly. Identify and execute the quick wins and by all means make your mark but take your time to understand the key dynamics in the business (and the industry, if the new role involves a change in that regard) before making too many strategic / structural changes – you’ll spread yourself too thin and, potentially, cause chaos!

On a related point, never underestimate how reluctant some people can be to change, however small it might seem to you…ensure you engage with the workforce and bring them on a particular journey with you at the earliest opportunity.

Finally, back yourself. You’re in this role for a reason – somebody has recognised your expertise and/or potential and you might well be surprised just how well your prior roles have prepared you for this. Don’t be afraid to ask the daft or obvious questions that no-one else is asking.

What are your opinions about the relationship between a CFO and CEO? What is critically important in building a successful partnership and providing the right support to the CEO?

I’ve been lucky enough to work with some great CEOs and a healthy relationship is crucial – you’ll spend more time speaking to them than you do your other half!In addition to the official job description, as CFO you’ll need to be the sounding board, voice of reason, agony aunt and many other things to the CEO.My observation is that being the CEO can be quite a lonely existence – ultimately the buck stops with you for everything in the business – so to have a trusted confidant in your CFO, who understands your strategy but who can provide challenge in a ‘closed’ environment, is essential.

What new key skills or attributes do you think the next generation of CFO’s are going to need to develop?

The fundamental skills will always be required – strategic thinking, commercial negotiation etc etc. In terms of specifics, there is a lot of talk around AI at the moment, and it is something we’re looking at in our business. I’m not suggesting that CFOs will need to become experts in the inner workings of this, but they will need to understand its capabilities and consider the impact, both in terms of opportunities (e.g. automating processes) and risk (e.g. more sophisticated fraud attacks etc).But standing back, this is just about being adaptable and embracing change – if you asked the same question to a CFO twenty-five years ago, you could probably replace “AI” in the response, with “the Internet”. Or four years ago it would have been the ability to adapt quickly and steer the business through a pandemic.

When considering a new CFO job opportunity what do you believe are the most important things for candidates to consider when deciding, in order to have the best chance of a successful move?

Do your homework and make sure you find the right business and the right team for you.

We’ve already talked about the crucial relationship with the CEO – do you align with their vision for the future? If not, you could be in for a very uncomfortable journey.

Who are the key stakeholders? Plc world is very different to private company world, for example, and has different demands for a CFO. Which suits you best?

How big is the business and where is it on the maturity curve?

What are the key challenges and aspirations for the business, and does this suit your skillset and ambition?

Is there a transformational event on the horizon and what would this mean for you?

Away from core accounting knowledge, what personality traits have been critical to your success as a CFO? Are these natural or have you worked on developing them?

Be inquisitive, tenacious and challenge the status quo - this is fundamental to driving organisational change and implementing new strategies. I love being told something can’t be done in response to a suggestion that could clearly add-value – so I can prove it can! Don’t get me started on “we’ve always done it this way” …

Also, you spend a huge amount of time dealing with people matters. Strong interpersonal skills are essential, as is the need to adapt for different cohorts of employees across the business. This also plays into the requirement to build strong relationships with external stakeholders.

Attention to detail is paramount; as CFO you’re often dealing with highly analytical counterparties. Likewise, missing something important in the small print of a contract can be very costly down the line.

Whether these are my natural characteristics – perhaps - but all were ingrained / beaten into me (!) before I moved into industry during my years in Corporate Finance, for which (in hindsight) I’m very grateful.

What is the one single best piece of advice you were given early in your career that still holds true today?

The “5 Whys”. I still use this technique today when I want to get to the root cause of a problem. Look it up and use it – so simple and effective!

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 and see how we can help.