Webinar: A Finance Director's guide to navigating the current challenges in a SME
Webinar: A Finance Director's guide to navigating the current challenges in a SME

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Executive Search

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General

20/04/20

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In an episode of our Gi Group Leadership Webinar Series, we welcomed Paul Goodman, a Finance Director with extensive experience in a number of sectors, and Alastair Paterson, Marks Sattin Director, to discuss the challenges finance leaders have been facing in these unprecedented times. The areas they touch on include: Strong financial leadership Survival mentality Planning for recovery External support Watch our webinar recording below, which particularly looks at what finance leaders need to focus on now, and indeed how current and past professional experience can provide learnings for the future.  

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Watch our webinar recording below, which particularly looks at what finance leaders need to focus on now, and indeed how current and past professional experience can provide learnings for the future.

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Alastair Paterson

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Alastair Paterson

Alastair Paterson

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Alastair Paterson

The importance of leadership in an accountancy role
The importance of leadership in an accountancy role

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Executive Search

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General

03/02/20

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In the modern competitive business environment simply being an accomplished accountant won’t cut it, with new-age professionals needing to show strong ‘soft’ skills in addition to vocational excellence.Being an effective leader is crucial for anyone managing colleagues, but an ability to lead others is different from simply being able to manage a workload and delegate. A leader is able to get the best out of the colleagues they manage by listening to their needs, concerns and aspirations. However, they also have an insatiable appetite for continued learning and seek constructive feedback from colleagues to further their own personal and career development. Outstanding leaders secure their team’s buy-in to their business strategy and goals by communicating the plan effectively and ensuring each team member feels they are an important element of that overall plan. Excellent leaders will allow people to reason their way to a conclusion on individual tasks via their own preferred route while being available to provide sound advice and guidance. Leadership skills are of course necessary for accountants across the board, but they are particularly key for those looking to progress into positions outside accountancy. A significant proportion of CEOs started their careers as accountants, which goes to show that those who are able to perfect the blend of a comprehensive business understanding with outstanding leadership can reach the very highest echelons of business.

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In The Modern Competitive Business Environment Simply Being An Accomplished Accountant Won’t Cut It

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Tracey Alper

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Tracey Alper

Tracey Alper

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Tracey Alper

Market Insights 2019 | Executive Search, London
Market Insights 2019 | Executive Search, London

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Executive Search

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Market Insight Reports

28/08/19

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Executive Search The executive search market continues to strengthen, with a varied schedule of work and increased investment throughout the industry. Our team certainly felt this high level of activity, and we’re expecting to see ongoing positivity throughout the rest of the year. GUEST AUTHOR: Women in Fund Finance Although hard to believe, there are still some who do not understand the value of diversity. Despite countless studies providing strong evidence that the most successful companies are those that employ a diverse group of individuals, many maintain homogenous workforces with no intention of diversifying. Although this approach has long gone unchallenged, there is now a growing consciousness within many corporate cultures which is driving companies to hold their external counter parts and service providers accountable for failing to address the issue. Read more from this guest author piece here. Download the full Executive Search 2019 Market Insight Report »  View salaries and commentaries in other UK regions and Ireland »

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The executive search market continues to strengthen, with a varied schedule of work and increased investment throughout the industry.

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Tracey Alper

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Tracey Alper

Tracey Alper

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Tracey Alper

What does the future hold for private equity?
What does the future hold for private equity?

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Executive Search

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General

02/04/19

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Private equity (PE) is a growing industry that has always attracted ambitious top talent due to its high risk/high gain capital investment. In 2018, we saw the global private equity industry boom at an unprecedented pace. There was a surge in investment value – the strongest five-year stretch in history. However, intense competition restrained deal count, with the number of individual transactions dropping by 13%. Meanwhile, private capital dry powder grew by $320 billion in one year and hit a record high of $2.1 trillion at the end of June 2018. It’s expected that we’ll see PE grow significantly in the next four years as it’s been predicted that the alternative assets industry will hit $14 trillion in assets under management (AUM) with PE AUM surpassing that of hedge funds. But how will all of this contribute to new trends that are likely to emerge within PE in the next few years? Increased consolidation of private equity firms Reaping the rewards of PE tech Greater focus on Environmental, Social and Governance (ESG) Several developments within ESG are currently propelling interest including limited partners’ (LPs) demands on general partners (GPs) to demonstrate their structured approach to managing risks and opportunities. This is vital for GPs to brush up on as there is evidence investors have begun to restrict access to capital in the case of poor ESG performance. Going forward, it’s likely that there will be more consideration given to ESG now that there will be greater benefits for the good practise of it. Progress your career with Marks Sattin Although the PE industry has an abundance of capital, a Preqin survey found that four out of five PE fund managers have reported higher cases of competition for capital than ever before. This is likely to push smaller firms out of the market, leaving them struggling to compete – and inevitably leading to higher reports of acquisitions, mergers and consolidation within the industry than ever before. When asked by Mergermarket, 57% of private equity leaders said that faced with mounting competition, they were likely to make acquisitions based on market differentials — and 56% aimed to create vertically integrated portfolio companies. The success of the PE industry has led to an excess of dry powder which means there is much higher pressure to secure deals. PE firms should think outside the box to ensure they stay afloat – solutions could include consolidating with competitors, following different deal structures and growing globally and into adjacent markets. Like PE, technology is also increasing at a staggering rate and affecting many industries along with it. Technology can be integrated into PE to increase the efficiency of numerous activities such as performance benchmarking, company analysis and reporting. Technology not only provides faster solutions than manual reports, but more accurate ones as well. It’s not surprising then that 92% of respondents from the Mergermarket report have admitted they will need to integrate technology into their practise within the next two years. Logistically, customer relationship management (CRM) systems and automated sales invoices can speed up admin processes and present real value to the company by saving precious time. Similarly, machine learning can be implemented into company portfolios allowing for a more customised service – with 89% of investors and 75% of fund managers believing machine learning and AI will be relevant to alternative assets within four years. The future of PE sees a brilliant tide of innovation sweeping the market that utilises the best that technology has to offer to streamline many processes. The practise of ESG involves considering and integrating societal and corporate factors into investment strategies. It’s become a big talking point in the PE sector in recent years with the increasing demand for responsible investment alternatives that will preserve, or increase, the long-term value of assets. In the next four years, almost half of alternative fund managers will implement ESG values in investments they make, according to a report by Preqin. While ESG is already significant within PE, the rapidly changing social and environmental state of the world will instate this as a priority. To support this, Preqin’s report also predicts that in 2023, the proportion of fund manager investments implementing ESG policies will rise to 41%, from 35% in 2018. There’s never been a better time to work in private equity. Marks Sattin recruits talented candidates for senior roles in the private equity sector. If you’re interested to see how we can help you land your dream role, contact us today or apply for one of our many vacancies. Alternatively, if you’re recruiting for the private equity sector, register your vacancy with us and let us help you with your search.  

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Private equity (PE) is a growing industry that has always attracted ambitious top talent due to its high risk/high gain capital investment.

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Tracey Alper

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Tracey Alper

Tracey Alper

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Tracey Alper

The role of a private equity-backed CFO - what are the requirements?
The role of a private equity-backed CFO - what are the requirements?

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Executive Search

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General

27/02/18

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A Marks Sattin Principal Associate Director based in Yorkshire wrote a piece for The Insider sharing his views on the role of a private equity- backed CFO.  "Given the multiple stakeholders involved, the ability to communicate performance, plans, and objectives is paramount – private equity investors rely on their CFOs to give them a clear picture of what’s going on inside the business." Read the full article here.

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A Marks Sattin Principal Associate Director based in Yorkshire wrote a piece for The Insider sharing his views on the role of a private equity- backed CFO.

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Rafi Davies

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Rafi Davies

Rafi Davies

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Rafi Davies

The ever-changing role of a CFO - what is needed now?
The ever-changing role of a CFO - what is needed now?

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Executive Search

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General

18/01/18

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A Marks Sattin Associate Director based in Yorkshire wrote a piece for The Insider sharing his views on the changing role of the CFO in the current economic climate: "Huge changes in corporate governance have meant that CFOs have had to work particularly hard, enduring more pressure to be a strategic catalyst for driving change. But it’s a cycle. CFOs need to make sure they maintain control and governance before they can even think about being more strategic." Read the full article here.

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Huge changes in corporate governance have meant that CFOs have had to work particularly hard, enduring more pressure to be a strategic catalyst for driving change. But it’s a cycle.

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Rafi Davies

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Rafi Davies

Rafi Davies

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Rafi Davies

A Month in the Life of a Finance Director at ABF
A Month in the Life of a Finance Director at ABF

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Executive Search

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General

12/10/17

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I’m the Finance Director at Westmill Foods, a business with a very diverse portfolio of products and customers that primarily focuses on authentic Indian and Chinese Foods. We are based in Enfield and have three factories in the UK and an office in Amsterdam.   September is a particularly busy time for me, as the end of our financial year is in mid-September. As we approach year end, I need to ensure that we are tracking our expected performance especially carefully, so that we can deliver our profit commitment for the year. Thankfully, as we reach year end, everything goes as expected and we deliver another good performance. We are going after a particularly significant profit target this year, but I am pretty confident in our ability to reach this as we’ve developed some great commercial plans and initiatives, and it feels like we have some momentum behind us. In particular, this year will see work commence on a large expansion of one of our factories, and I continue to be heavily involved in the key decisions behind this.   Year-end also means additional reporting to ABF, and a visit from our external auditors (who, like policemen, seem to get younger every year!). My team have ensured that they have prepared the information requested so that the audit can be as efficient and cause as little disruption as possible.   People issues and management also takes up a good deal of my time. As September is the start of our financial year, I’ve had sessions with each of my direct reports to agree their objectives for the year, as well as reviewing their performance for the previous year. I ensure that we talk about their development needs and career plans as this is also very important. Finally, I have spent a lot of time on recruitment this month, as one of my reports is moving to another grocery company to take up a role that will give her the experience she needs to take on an FD role in the future.   So, it’s been another busy month, with lots of variety, satisfaction at hitting our target (again), and then pushing / challenging the business so that we can keep on improving our performance in this coming year.    If you would like to learn more about ABF and our career opportunities, please visit the microsite here.   Guest author: Jonathan Willis, Finance and IT Director at Westmill Foods

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I’m the Finance Director at Westmill Foods, a business with a very diverse portfolio of products and customers that primarily focuses on authentic Indian and Chinese Foods. We are based in Enfield and have three factories in the UK and an office in Amsterdam.

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Tracey Alper

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Tracey Alper

Tracey Alper

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Tracey Alper

2017 CFO Survey
2017 CFO Survey

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Executive Search

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General

11/10/17

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Marks Sattin carried out a 2017 CFO Survey, which focuses exclusively on the London financial services sector. As a recruitment firm, we have a unique insight and, more importantly, data supply on the careers of finance professionals across the UK, gaining valuable information from sectors such as Banking, Investment Management, Private Equity and Insurance. Our results demonstrated a positive change in sentiment in the city in contrast to the post Brexit blues experienced in the summer of 2016. Download our white paper that summarises the conversation.

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Marks Sattin carried out a 2017 CFO Survey, which focuses exclusively on the London financial services sector.

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David Harvey

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David Harvey

David Harvey

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David Harvey

The Role of the Private Equity-Backed CFO
The Role of the Private Equity-Backed CFO

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Executive Search

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General

08/02/17

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With great leverage comes great responsibility: the role of the Chief Financial Officer in a private equity-backed business is demanding. The nature of highly leveraged environments, especially when supported by institutional funds, places a great deal of scrutiny on the CFO. It is increasingly likely that as a CFO in a private equity-backed business, you will have been brought in by the investors, often with a specific remit such as adding growth, leading a turnaround, making acquisitions, or preparing the company for sale. You may be required to work with limited resources and at a relentless pace, making continuous improvements towards long term objectives and ensuring the finance function supports the growth of the business.  The first and foremost responsibility for a CFO, as number one within the finance function, is the reporting of accurate numbers. The implementation and accuracy of systems, processes, and controls is crucial, and is the first requirement of investors. You will also be expected to leverage this knowledge to help make commercial decisions in the business. Given the multiple stakeholders involved, the ability to communicate performance, plans, and objectives is paramount – private equity investors rely on their CFOs to give them a clear picture of what’s going on inside the business. Of course, you will also be expected to work closely with your partners inside the company, and may have responsibility for banking relationships.  Ultimately, the responsibilities of a private equity-backed CFO make for engaging roles. You will be given a high degree of autonomy, work with a broad range of people and businesses, and partner closely with the CEO and investors to tackle dynamic challenges. You will have a clear plan in place, and be a key part of the team working towards it. If you are willing to pair determination with a long term view towards remuneration, taking on a CFO role in a private equity backed company can be deeply rewarding, both professionally and financially.  

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With great leverage comes great responsibility: the role of the Chief Financial Officer in a private equity-backed business is demanding.

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Tracey Alper

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Tracey Alper

Tracey Alper

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Tracey Alper

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