Salary:
Up to £180,000 per annum + Equity
Location:
London
Market
Executive Search
Job Discipline
Private Equity Executive Search
Industry
Professional Services
Salary
£175,000 - £250,000
Qualification
Fully qualified
Contract Type:
Permanent
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A fast growing PE Backed Professional Consultancy business are on the hunt for an energetic and highly focused CFO
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TA2941
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31/10/20
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Salary:
£150,000 - £175,000 per annum + Equity
Location:
North West England
Market
Executive Search
Job Discipline
Private Equity Executive Search
Industry
Manufacturing
Salary
£175,000 - £250,000
Qualification
Fully qualified
Contract Type:
Permanent
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Our client is an investor led manufacturing business and they are currently seeking a highly calibre and experienced Chief Financial Officer.
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TA923
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31/10/20
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Salary:
£150,000 - £180,000 per annum + Equity
Location:
South East England
Market
Executive Search
Job Discipline
Private Equity Executive Search
Industry
Private Equity
Salary
£175,000 - £250,000
Qualification
Fully qualified
Contract Type:
Permanent
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Our client a PE-Backed Managed Services business is looking to recruit a high profile commercially minded Chief Financial Officer to support the CEO
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TA8461
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31/10/20
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Salary:
£120,000 - £130,000 per annum + Equity
Location:
London
Market
Executive Search
Job Discipline
Private Equity Executive Search
Industry
Technology
Salary
£125,000 - £175,000
Qualification
Fully qualified
Contract Type:
Permanent
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Our client is a private-equity backed technology business who are looking for high calibre Finance Director.
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TA2834
** DEFAULT listwidget.vacancypartial.expirydate - en-GB **
31/10/20
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General** DEFAULT postresults.contenttypelabel - en-GB **
General
20/06/19
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Employees in the United Kingdom can be categorised as full-time, part-time, casual, freelance and contract workers, with the self-employed bracket now making up 15% of the entire working population. The number of self-employed workers jumped from 3.3 million in 2001 to 4.8 million in 2017, with a corresponding fall in the unemployment rate showing the overall boost in jobs growth from the rise in self-employment. However, the attractive market for freelancers and contractors has been hit with some uncertainty in recent times, thanks largely to the 2018 Autumn Budget’s announcement of IR35 tax reforms. Here’s what the new IR35 rules could mean for you and your business: What is IR35? IR35 is a piece of legislation originally introduced to the UK in 1999. Its purpose is to differentiate between those workers who operate as genuine contractors and those who work as ‘disguised’ employees to avoid paying tax. It came about to challenge contractors who were taking advantage of the tax efficiencies of working through a limited company, with the aim of defending both the Exchequer from lost taxes and protecting workers’ rights from unscrupulous employees. However, the IR35 has proven to be ambiguous for many, with some contractors taking advantage of loopholes and a lack of clarity. Hence, the new IR35 rules aim to tighten up the contractor market and ensure tax avoidance loopholes are closed. How does IR35 work? There are three principles that can help to determine employment status and whether a contractor falls inside or outside IR35: Control (the degree of control the client has over the work a contractor does and how and when they do it) Substitution (whether the worker needs to do the work themselves or if they could send a substitute in their place) Mutuality of obligation (whether the employer is obliged to offer work and the contractor is obliged to accept it). Additionally, the contract type, provision of equipment and whether a worker is “part and parcel” of a business can all help to determine whether someone falls inside or outside IR35. The change in IR35 rules shifts the responsibility to determine tax status away from the contractor and onto the business that takes them on. Until now, contractors have been able to self-determine their status, however as of April 2020, when the new rules come into effect for the private sector, companies will risk being fined if they don’t make the correct assessment. How will IR35 impact contract workers? It’s anticipated that many contract workers who have been enjoying the tax benefits of working outside IR35 will fall under the legislation when employers are tasked with determining their status. This will see more contractors having tax and National Insurance contributions deducted from their pay. However, if you operate as a legitimate small business and are determined to work outside of IR35, you will not be affected by the rule changes. How will IR35 impact employers? The major change for businesses is that they will now be responsible for determining the IR35 status of any contractor working for the company. The new rules will only apply to medium and large sized businesses, so contractors who work for small businesses can continue to set their own IR35 statuses. Those businesses that the IR35 rule changes do apply to will face paying back taxes and fines should they be found to be noncompliant. What should I do to prepare for IR35? Contractors may wish to speak to an accountant or personal finance expert to determine whether IR35 will impact them and if a move to permanent work may prove to be more beneficial after the rules come into effect. For many, contracting will remain appealing regardless of increased tax responsibilities, however it’s important to factor in any change in income that IR35 may bring about. Businesses are being warned not to make blanket assessments that cover all their contractors, as this can leave workers without a fair assessment and risk them paying unnecessary taxes without equivalent employment rights. Instead, businesses should consider IR35 status on a case-by-case basis or they may risk losing out on top talent. The HMRC has released a consultation document for businesses to prepare for the IR35 changes, recommending identifying and reviewing current contract workforce status and putting processes in place for taking on new workers. At Marks Sattin, we pride ourselves on keeping abreast of all industry legislation, updates and changes that affect our candidates and clients. Speak with us about how we can help you. References: https://www.bbc.co.uk/news/business-44887623 https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/trendsinselfemploymentintheuk/2018-02-07 https://www.contractorcalculator.co.uk/what_is_ir35.aspx https://www.axa.co.uk/business-insurance/business-guardian-angel/how-ir35-changes-will-affect-freelancers-and-self-employed-contractors/ https://www.telegraph.co.uk/business/ir35-rules/new-contractor-tax/ https://www.telegraph.co.uk/business/ir35-rules/how-will-new-rules-impact-business/ HMRC consultation document
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Technology** DEFAULT postresults.contenttypelabel - en-GB **
General
14/05/19
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The role of the CDO is being discussed more than ever before. Although the role has existed for the past 20+ years, job boards and LinkedIn were not as prevalent, and therefore the role did not have much exposure outside organisations. When you think of the CDO job title, I think the word ‘data’ would spring to mind for most people, because shouldn’t data be the main driver of most decisions made by the c-suite? However, it appears to be that the modern CDO is becoming less about pure data, in contrast to other analytics and business intelligence roles who are predominantly technical (refer to my previous blog on the ambiguity of analytics and business intelligence), and more of a holistic role encompassing areas like risk, compliance and even marketing. Of course, as a senior executive, strategy and operations will play a huge part of the role, as they do in all board level roles however, it may be worth noting the possibility of the role of a CDO being diluted. If I put myself in a candidate’s shoes, someone who has always had a data driven role and then opts to take on a new challenge of CDO, would they miss the lack of focus in their previous position, or would they welcome the change? I think the answer is in why the person might take a CDO opportunity. For example, if you have reached a plateau in your role as ‘Business Intelligence/Analytics Director’, and your only means of career progression is to take a CDO role, then you possibly would not enjoy the variety of the role. For others, a route that has direct progression into a more strategic role, that delves away from the pure technical work that was once pivotal to their career may be deemed as a step in the right direction. So, a question to my network… is the role of the CDO a clear career step for a data professional, and should it stay as an all-encompassing position, or be more data driven?
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Financial Services** DEFAULT postresults.contenttypelabel - en-GB **
General
22/10/20
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Even though it appears that the world has turned on its head right now, surprisingly we have seen an increase in the number of professionals who have decided now is the time to make a move. Why now!? … well along with all the other changes lately, candidates are experiencing a range of changes to their roles, and for some, the negatives are outweighing the positives. In order to ascertain whether a candidate is ready to move, I have look for the five P’s in my conversations. What are these five P’s I hear you say?, (or maybe not, and lockdown is getting to me already!):Payment – It’s usually the first reason I get from a person looking for a new role, but the truth of it is that although payment or feeling you are being paid fairly is important, it’s only ever part of the reason you look to change your job. There is more to life than money and being in a very well paid job that you hate will never last! With people currently working from home and saving on travel, lunches and the extortionate amount of coffee we purchase – payment is only ever part of the puzzle! I regularly speak to candidates who are being paid up to 20% below the market average salary and when I ask them about making a move and tell them the disparity, they often respond with, ‘but I’m happy in my job’. This might sound crazy to some, but another ‘p’ is priorities, and everyone’s are different! People – Now, more than ever, people’s relationships with their colleagues are being tested. But not how you might think - I have spoken to professionals who are no longer searching for their new role to escape interpersonal challenges at the office, because rather than sitting beside someone for eight hours a day, it’s now virtual meetings a couple of times a week! Similarly, I have other candidates who were staying in roles just because they had very strong relationships with their colleagues, and that was the most positive aspect of their working day. Plateau – Growth is important and feeling like you are learning and growing year on year is an integral part of your career happiness. However, if this doesn’t go hand in hand with at least some of my other ‘P’s’, it’s unlikely that you will see a professional leave when they have hit the glass ceiling in a company they love working for. Often these candidates will actively seek out other opportunities for growth within their organisation. Sometimes candidates will give lack of progression as the reason when in fact they are unhappy with other aspects of their role. Place – Location and commuting are less relevant at the moment than ever before. Having to battle the traffic on the stairs in the morning is the most many of us have been doing recently. However, one consideration under this point at the moment is - has your employer made your ‘place’ any better for you? I spoke to a candidate recently and part of their reason for wanting to make a move was because their company did not provide them with a monitor to work from home comfortably. A monitor is a relatively small thing, but it helped the employee to work more efficiently. This was the last straw for them and gave them the drive they needed to look for a new role. I have also spoken to candidates who have praised their companies for sending a desk, supplies, treats and anything to make their working from home life better. These acts of kindness by employers are earning loyalty points with employees. " Praise – People who feel appreciated by their colleagues and managers for the work they do generally work harder to continue this circle of praise. It’s human nature to seek positive reinforcement that we are good at our job and really appreciated for the work we do.So what can we take from this? That you can be well paid and feel you are developing within a company, and still be motivated to move. Similarly we can have great work colleagues and feel valued in our role, and still seek something more in our careers. However, in my opinion and experience, if your job ticks most of the P’s then are you really looking for a new job, or just testing the waters?I think we will see an even bigger focus on being content at work going forward, because although our work life balance might be a bit better these days, our job is still a big part of our lives. I would be very interested to hear if you think there are other strong motivators that drive professionals to leave, or stay in a role?
