So, You Want to Be a Credit Manager? Here's What

Sharp Consultancy’s Salary Survey 2026/27: Finding the Best Talent in a Competitive Yorkshire Finance Market

Over the past 12 months, the Yorkshire finance and accountancy employment market has entered a relatively stable period following several years of volatility and rapid salary inflation.Hiring activity remains consistent across most finance disciplines, however employers are adopting a more cautious and measured approach to permanent recruitment, likely borne from the economic uncertainty businesses are navigating. As a result, there has been a wider increase across interim hires and salary movement has become more controlled with recruitment processes taking longer than in previous years. Despite this stabilisation, skills shortages continue to be a defining feature of the market. This is particularly evident between the qualified and senior level, where replacement hiring in key roles continues to exceed the available candidate pool and the data reflected in this salary survey aligns closely with what we are seeing daily across the Yorkshire finance market. While hiring volumes have levelled out, the underlying challenge remains unchanged: demand for high-quality finance professionals continues to outweigh supply. What the data does not always fully capture, but we have seen consistently across the market, is the increasing complexity behind each hire. Employers are no longer simply recruiting for technical capability; they are seeking finance professionals who can influence, adapt and add value, often in uncertain trading conditions. This has resulted in longer recruitment timelines, narrower shortlists and a growing reliance on trusted market insight to secure the right individuals. Across the candidate market we are seeing a more selective approach to new opportunities. Job seekers are making increasingly considered career decisions, weighing role scope, leadership quality, flexibility and long-term opportunity alongside salary. Many of the strongest candidates are not actively applying for roles, which means traditional, employer led recruitment strategies are no longer sufficient. Employers are no longer simply recruiting for technical capability; they are seeking finance professionals who can influence, adapt and add value, often in uncertain trading conditions.This is where a relationship-driven recruitment partner becomes vital. At Sharp Consultancy, and through our work with our executive division - The CFO Partnership - our long-standing relationships across the South Yorkshire finance community allow us to engage with high-performing talent that is not always visible to the wider market. Our understanding of both client environments and individual career motivations enables us to make introductions that are aligned not just on skills, but on culture, ambition and long-term fit. In a market where salary growth is increasingly controlled and competition for talent remains intense, our ability to advise, challenge and guide both clients and candidates is vital. Recruitment partnerships built on trust, transparency and deep market knowledge are what ultimately ensure the best outcomes - securing the right talent for our clients, and the right opportunities for the candidates we represent.

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So, You Want to Be a Credit Manager? Here's What You Need to Know

Credit 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.