Leaders Insight - The Role of an Non-Executive

Attracting Top Finance Talent in South Yorkshire in 2026: Employer Strategies That Stand Out

Historically, the best finance professionals have not only been in high demand but have also had increasingly high expectations — and in today’s competitive South Yorkshire finance market, that reality is truer than ever. For over 33 years, Sharp Consultancy has been working closely with businesses across Sheffield, Doncaster, Rotherham, and Barnsley. In that time, we’ve witnessed firsthand how the landscape of finance recruitment has evolved. When it comes to attracting and securing top-tier finance talent, we know what works — and, perhaps more importantly, what doesn’t. Local Reputation Matters More Than Ever In South Yorkshire especially, local reputation counts. Candidates talk, and businesses talk. The region’s finance community is tightly knit, and news travels fast — both good and bad. Employers who invest in building a strong, authentic brand that reflects real employee experiences tend to win out. That means it’s not enough to simply advertise a competitive salary or an attractive job title. Modern candidates want to understand what life inside your business looks like — the day-to-day culture, the leadership style, and the opportunities for growth. Visibility through employee stories, community engagement, and transparent communication all help to create a reputation that draws people in rather than pushes them away. What Candidates Want in Today’s Market In 2026, the expectations of finance professionals have broadened significantly, particularly at the qualified level. While salary remains important, it’s no longer the sole deciding factor. In fact, some of the best offers we see accepted each year aren’t the highest in monetary terms — they’re the most considered and holistic. Top candidates want to join businesses that offer purpose, balance, and progression. They look for roles that align with their values and allow them to contribute meaningfully, while still developing their technical and commercial skillsets. If you want to attract the best, you must clearly articulate what sets your company apart — your Employer Value Proposition (EVP). Ask yourself: What makes working with you different? Is it access to senior leadership, commercial exposure, or involvement in exciting transformation projects? What development or training support do you offer? Are there structured pathways, mentoring programmes, or professional study sponsorships? How flexible are you? Can employees work hybrid schedules, compressed hours, or part-time to suit their lifestyles? What additional perks or benefits do you provide — from wellness initiatives to social impact days or volunteering opportunities? The most successful employers communicate these points clearly, consistently, and confidently — both during recruitment and throughout the employee lifecycle. The Need for Speed and Agility Another critical factor in attracting top talent is speed. In a fast-moving market, long or disjointed hiring processes can easily result in losing outstanding candidates. Strong finance professionals are rarely on the market for long, and delays at the offer or feedback stage can make the difference between securing or losing your preferred hire. Where possible, streamline your recruitment process. Ensure hiring managers are aligned on the role requirements, keep communication clear, and aim to deliver feedback promptly. Demonstrating decisiveness reflects positively on your business and reinforces the message that you value candidates’ time and enthusiasm. Transparency Builds Trust We’ve seen a notable shift in what candidates are asking during interviews. Increasingly, they want to know why a role is vacant. Is it due to growth, internal promotion, or turnover? A vague answer or a history of short-lived hires can quickly raise red flags. Conversely, when a company can confidently articulate its purpose, culture, and long-term vision, candidates engage more readily — and are more likely to accept offers. Our clients who have invested in defining and communicating these messages attract stronger pipelines of finance professionals, often before roles even go live. A clear, honest narrative about your organisation not only draws in talent but helps retain it too. Partner with a True Specialist If you’re looking to recruit the best talent in the market, the right partnership can make all the difference. Working with a true specialist who understands your business, your sector, and the nuances of the South Yorkshire market will save time and boost your hiring outcomes. At Sharp Consultancy, our clients benefit from: Pre-qualified shortlists of candidates who are thoroughly vetted for skills, culture fit, and long-term potential. Access to passive candidates, many of whom we’ve nurtured relationships with over years and who may not be actively searching. Honest feedback on your employer brand and market perception — so you can make informed improvements that strengthen future recruitment efforts. Because of our deep local networks, we often know when an outstanding finance professional is about to enter the market. That insight gives our clients a competitive edge in securing the very best talent before others are even aware they’re available. Going Beyond Recruitment Our role extends well beyond active recruitment. We pride ourselves on offering genuine consultative advice, including: Salary benchmarking and market insights Case studies from recent successful hires Ongoing check-ins and relationship management — not just when you have a live vacancy This proactive approach means that when you are ready to hire, we already understand your business, your values, and the type of people who will thrive in your environment. Contact Jack to Discuss Our Services-- Attracting the best finance talent in South Yorkshire takes more than a strong job spec and a competitive package. It’s about authenticity, agility, and alignment — knowing who you are as a business, what you stand for, and who you want to work alongside. After more than 30 years supporting companies across the region, Sharp Consultancy continues to help employers build finance teams that not only perform — but stay, grow, and make a real impact.

Read article

Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.

In his roles as non-executive chairman, he has actively supported management with his extensive operational and situational leadership experience across retail, manufacturing, global supply chain, online, fulfilment, distribution, International reach and leveraging Technology as an enabler.

Prior to his more recent non-executive career Chris was an executive director of Card factory Plc for 15 years leading supply, distribution, purchasing, business development and IT at Board level through a number of refinancing’s, a private equity investment, four acquisitions and a subsequent MBO and IPO and remaining until 2019.

Chris is a qualified accountant having started his professional career with Grant Thornton in 1992 and held a number of roles in Corporate Recovery and Corporate Finance across the Midlands and Yorkshire before leaving to join Card Factory in 2007.

Our very own Michael Ball, Partner at The CFO Partnership sat down with Chris to get his take on all aspects of being a NED.

1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?

There is a clearly defined role of the NED providing an independent and external lens on the business together with providing guidance, challenge and support over the effective strategic direction.

There are several more formal areas such as governance and remuneration, where the use of NEDs in a larger organisation can provide a framework to ensure the interests of the shareholders are considered and protected.

In appointing an NED, there is usually a desire on the part of the business to appoint a person who, not only can effectively deliver on those areas outlined above, but can also bring some expertise in the sector, similar situational experiences or access to contacts and resources.

NEDs often develop key relationships with the Executive Directors, providing support and assisting in their development as a leader and in other softer skills, becoming a trusted advocate of the business and often those individuals.

2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?

Communication skills and developing relationships remain front and centre of transferrable skills. Being able to bring examples of situational experience from executive roles are the most additive, providing context and solutions to real world challenges and issues the business may face from time to time. This includes learning from mistakes made so that the business has a greater chance of getting this right first time.

Where there is crossover in sector experience and situational experience this often develops in to providing access to contacts and networks where there is proven experience in meeting the businesses needs to an issue or opportunity.

3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?

I think in all roles as an NED developing relationships with the wider board and senior leadership team is vitally important. Whilst this may be more structured in a larger corporate or PLC, in my current roles I play an active role in supporting and mentoring the existing board and a number of senior leaders that could well progress through to board positions. Developing these people I believe is integral to the wider strategy and culture as the way in which those relationships work, and associated behaviours, is often used to role model what good looks like to the wider teams.

4.Is it important for an NED to have experience in the sector the business operates in?

One of the most important aspects for any potential NED and those making the appointment from within the business is to clearly align on what it is that is required from an NED for that specific business. In larger corporates it is often easier to establish this, as the role may well be a replacement appointment or the addition of a further non exec to meet a clearly defined brief. In growing SMEs, I have found it necessary to work through the clarity of what is required and whilst in many instances, sector experience is important, parallels in situational leadership are equally, if not more important, and examples I have seen have been to include Digital Transformation and Geographical reach in to new markets or territories. The pace of professionalisation within organisational design and systems to support growth or readiness for a future transaction often lend towards a NED with experience of these situations rather than sector specific experience. Clearly both will be differentiators amongst potential candidates.

5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?

I had a clear plan that I wanted to pursue a small number of NED roles following retirement from Executive roles. I think it is very important to consider what you are wanting to achieve from such roles, for me my motivation was to work with interesting, growth businesses with good management where I could see my own experiences supporting and adding value. Having worked hard to achieve a work life balance for myself location was a factor, notwithstanding technology I wanted to make sure I was able to support in person without compromising on the quality of life I had achieved.

I was fortunate enough to take on a Chair role in a charity connected to my previous executive role and also took on a further trustee role in the charity sector. Both were really valuable to demonstrate governance but also helped with behaviours and the transition to an NED.

I would encourage any Executive thinking towards an NED career to actively try and gain experience in that space, in conjunction with their existing executive role, whether that is for another corporate or a charity and will be more relevant to those individuals working at operational board level, perhaps with less visibility to the governance aspects of a company.

There are some good causes and membership of the IOD is highly beneficial to refresh and stay up to date on company law and changes in governance.

6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?

The consideration of new technologies is always appropriate and, in most businesses, I am involved in the adoption of new technologies as an enabler to support growth or efficiency.

We are seeing the adoption of AI to help businesses carry out tasks and process data which is supporting the board with more timely information on which to base decisions, however we are yet to replace an NED with AI!

7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?

There are several reasons people assume an NED role. For me its ultimately to use my skills and experience to support management teams reach better outcomes with my support. Those better outcomes are to see teams develop, improve financial performance and deliver strategic change. Seeing these things evolve at pace in businesses with my support and guidance is what motivates me. As an experienced executive director and operator, the biggest challenge is to support and guide, not to take over and do. It takes self-control, experience and most importantly to respect the Executive Team you are working with and their own roles.

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

In any challenging situation consider the intent of others and not how they act or behave. In most scenarios the intent is correct, and alignment of the behaviour and style of others may just be different to yourself. Don’t let this drive the wrong emotions and behaviours. It makes it so much easier to create alignment, agree mutually beneficial actions and drive pace to almost every situation.

Chris Beck’s journey from executive leadership to a seasoned Non-Executive Chairman reflects a wealth of experience, adaptability, and strategic insight. His ability to support and guide management teams while using his deep industry knowledge has proven invaluable in driving growth and shareholder value. With a strong focus on relationship-building, governance, and the evolving role of technology, Chris demonstrates the impact a well-rounded NED can have on a business. His reflections on leadership, mentorship, and strategic decision-making provide valuable lessons for those looking to transition into non-executive roles. As businesses continue to navigate change and expansion, the role of an experienced NED like Chris will remain cricial in shaping their future success.

Leaders Insight - The Role of an Non-Executive Director with Chris Beck

Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.

1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?

2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?

3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?

4.Is it important for an NED to have experience in the sector the business operates in?

5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?

6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?

7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?

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

View our Latest Blogs.

​Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.

1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?

2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?

3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?

4.Is it important for an NED to have experience in the sector the business operates in?

5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?

6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?

7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?

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

Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.