Leaders Insight - The Role of an Non-Executive

Interim vs Permanent Finance Hires: What's right for your business?

Having specialised in placing senior interim accountants in Yorkshire for over 20 years, I’ve seen all kinds of reasons behind the need for a business to recruit new finance staff but how many of those companies made the right call….at the right time? The decision to hire an interim or permanent finance professional is a significant one, and it largely depends on the company’s specific needs, objectives, and resources. Both types of finance jobs have distinct advantages and can provide different types of value to an organisation. In this article, I’ll explore the key benefits of hiring an interim vs a permanent accountancy and finance professional. Understanding the Roles: Interim vs. Permanent Finance Professionals Before diving into the benefits, it's essential to understand the fundamental differences between interim and permanent. Interim Finance Professionals: are typically brought in on a short-term basis to address specific challenges or temporary gaps within a company.These professionals are usually highly experienced, often with a broad skill set, and are capable of stepping into a role quickly. Interim finance professionals might be hired for a variety of reasons, including covering for a permanent employee on leave, assisting with a specific project, managing transitions, or handling urgent financial needs. Permanent Finance Professionals: on the other hand, are hired to take on a long-term role within the company. They typically have a more stable and ongoing relationship with the organisation, working closely with other departments and employees to ensure the company’s financial health is maintained and improved. A permanent finance professional is expected to provide continuous support, helping shape long-term strategies, and ensuring business growth and stability. With these definitions in mind, let's explore the benefits of each type.Benefits of Hiring an Interim Finance Professional 1. Flexibility and Immediate Impact: One of the most significant advantages of hiring an interim accountancy/finance candidate is flexibility. Interim candidates are typically available to step in quickly, often within a matter of weeks or even days. This is especially beneficial for businesses that need immediate support within their finance function due to an unexpected situation or an urgent financial project. For example, if a company faces a sudden crisis, such as the resignation of a senior finance executive, a business owner might need an interim finance leader to fill the role temporarily. The interim candidate can quickly assume responsibilities, such as overseeing cash flow management, financial reporting, and budget planning, allowing the business to continue operating smoothly during the transition period. Additionally, interims can be engaged for specific, short-term projects, such as managing the implementation of a new financial system, preparing for audits, or dealing with temporary increases in workload. The flexibility of interim senior finance roles makes them ideal for businesses looking to meet specific short-term goals without the need to commit to a permanent hire. 2. Cost-Effective for Short-Term Needs Hiring an interim accountant can often be more cost-effective than hiring a permanent one, particularly for short-term or project-based needs. Interims are typically paid a daily or weekly rate, which means businesses do not need to cover the long-term costs associated with a permanent employee, such as pensions, healthcare, and other benefits. For companies operating on tight budgets or with fluctuating financial demands, hiring an interim professional can be a way to access high-level expertise without committing to the ongoing costs of a permanent hire. This is particularly valuable for small and medium-sized enterprises (SMEs) that may not have the financial capacity to employ a full-time senior finance professional with the expertise required to fulfil their requirements. 3. Expertise and Specialisation Interim finance professionals often bring a wealth of experience and unique knowledge to the table. Many have worked across various industries, providing them with a broad understanding of different financial challenges and solutions. Their expertise enables them to quickly assess the situation, identify the key issues, and implement strategies that can drive immediate improvements. Whether it’s managing complex financial reporting, overseeing mergers and acquisitions, or implementing cost-saving initiatives, interim finance professionals possess the necessary skills to tackle these challenges quickly and effectively. For businesses that require specialised financial expertise on a temporary or interim basis, hiring an interim professional can be a great solution. 4. Support During Transitions and Change Businesses that are going through periods of change—whether it’s a merger, acquisition, restructure, or IT system upgrade—can benefit from the support of an interim finance professional. These transitions often require specialist knowledge to ensure a smooth process. They can help with tasks such as conducting due diligence, integrating financial systems, or managing financial communications with stakeholders. Their ability to handle high-pressure situations and adapt to challenges quickly makes them invaluable during periods of change. 5. Reduced Recruitment Risk If a business is uncertain about hiring a permanent employee or simply wants to test the waters, hiring an interim can reduce the recruitment risk. They are often hired for their ability to deliver results quickly, without the long-term commitment that comes with a permanent role. If the business is not satisfied with the interims performance, they can simply replace them without the added complications that come with a permanent hire. This can be especially important for businesses that may be unsure about the long-term financial strategy or need time to evaluate the suitability of a new hire before committing to them permanently. Benefits of Hiring a Permanent Finance Professional 1.Long-Term Strategic Support A permanent finance hire, hopefully, becomes an integral part of the company’s long-term strategy. This individual will be responsible for the company’s ongoing financial health, working closely with management to shape business decisions, optimise financial performance, and align the company’s financial goals with its strategic objectives. Permanent finance professionals can help businesses by offering consistent advice on areas like tax planning, financial forecasting, and long-term investment strategies. They can also assist with employee development, fostering a strong financial team, and providing training and mentorship to junior staff members. For businesses that require a stable, long-term financial presence to guide growth and sustainability, hiring a permanent finance professional is often the best option. 2.Stronger Company Culture and Relationships One of the key benefits of having a permanent employee is their ability to build strong relationships within the company. Unlike interim professionals, who may only interact with a limited number of people during their contract, permanent professionals have the time to embed themselves within the company culture and form deeper connections with other employees, teams, and departments. A permanent finance professional can work collaboratively with other departments, helping to align financial strategies with broader business objectives. Over time, they develop a deep understanding of the business’s operations, challenges, and goals, which allows them to make more informed decisions and offer tailored financial advice. 3.Continuity and Stability Hiring a permanent finance professional ensures continuity and stability in your company’s financial management. This is especially important for businesses that require ongoing oversight and management of financial processes. A permanent professional will have a long-term commitment to the company’s financial success, ensuring that key financial tasks—such as budgeting, reporting, and compliance—are consistently handled. Stability is particularly important businesses that require ongoing financial planning and risk management. A permanent finance professional will be able to navigate both the everyday challenges and the long-term issues that might arise, such as economic downturns, changes in regulation, or shifts in market conditions. 4.Deeper Understanding of the Business A permanent finance hire has the time to truly understand the intricacies of the business. Over time, they become deeply familiar with the company’s goals, challenges, and nuances, which allows them to make better financial decisions and anticipate potential issues. This in-depth knowledge helps to align financial decision-making with the company’s vision, ensuring that financial strategies support business growth in a meaningful way. Businesses that operate in competitive industries or rapidly changing markets can benefit from having a finance professional who is attuned to the local market conditions and the specific needs of the business. 5.Employee Retention and Development A permanent finance professional is often tasked with developing and mentoring junior employees. By investing in the development of the finance team, they help ensure that the company has a pipeline of talent to support future growth. For businesses that plan to scale or expand their operations, having a permanent finance professional who can recruit, train, and develop a team of skilled finance staff is a key advantage. This helps build a more robust and capable finance function within the company, which is especially important for long-term success. Interim vs. Permanent Finance Professionals Both interim and permanent finance candidates offer unique benefits to businesses, and the choice between the two largely depends on the company’s specific needs and goals. Interim finance professionals provide flexibility, expertise, and cost-effectiveness for businesses that need short-term support or specialised assistance. They are particularly well-suited for project-based work, transitional periods, or covering gaps in the workforce. On the other hand, permanent finance professionals offer long-term strategic support, stability, and the ability to foster strong relationships within the company. They are ideal for businesses seeking continuous guidance on financial matters, long-term growth, and the development of a cohesive financial strategy. Ultimately, the right choice for your business will depend on factors such as the scope of the work required, the financial health of your organisation, and your long-term goals. By carefully weighing the advantages of both options, you can make an informed decision that best supports the success of your business. Need help deciding whether an interim or permanent finance professional is right for your business? At Sharp Consultancy, we’ve been advising and supporting businesses across Yorkshire for over 30 years—matching them with the right finance professionals at the right time. Whether you need immediate interim support or are planning a strategic permanent hire, our teams in Leeds and Sheffield can guide you through the options. 📞 Call us today on 0113 236 6300 / 0114 261 1700 or 📧 email stuartdouglass@sharpconsultancy.com to discuss your hiring needs with one of our expert consultants. Sharp Consultancy is a specialist finance and accountancy recruitment partner for businesses across Yorkshire and the North East Midlands. With a deep understanding of the local market and access to a network of high-calibre professionals, we help organisations secure the talent they need to succeed. If you're looking to strengthen your finance team, CONTACT US to speak to one of our expert consultants to find out how we can help.

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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?

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​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.