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Fund Accountant - Real Estate

Salary:

£250 - £350 per day + PAYE

Location:

London

Market

Financial Services

Job Discipline

Newly Qualified Finance

Industry

Real Estate

Qualification

Fully qualified

Salary

£350 - £450

Contract Type:

Contract

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World leading Real Estate Investment Manager is looking for a Fund Accountant to join their team ASAP on a 12 month contract

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MEG160516

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21/10/20

Mellani Georgiou

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Mellani Georgiou
Mellani Georgiou

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Mellani Georgiou
Find out more
Fund Accountant - Real Estate

Salary:

£300 - £350 per day + PAYE

Location:

London

Market

Financial Services

Job Discipline

Newly Qualified Finance

Industry

Real Estate

Qualification

Fully qualified

Salary

£350 - £450

Contract Type:

Contract

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World leading Real Estate Investment Manager is looking for a Fund Accountant to join their team ASAP on a 12 month contract

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MEG160516_1600247867

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23/09/20

Mellani Georgiou

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Mellani Georgiou
Mellani Georgiou

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Mellani Georgiou
Find out more
Junior Financial Controller

Salary:

£275 - £325 per day

Location:

Westminster, London

Market

Financial Services

Job Discipline

Newly Qualified Finance

Industry

Investment Banking & Capital Markets

Qualification

Fully qualified

Salary

£250 - £350

Contract Type:

Contract

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Promising London based Fin-Tech start up is looking for a Junior Financial Controller to join their team ASAP

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MEG16902613_1600162451

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22/09/20

Mellani Georgiou

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Mellani Georgiou
Mellani Georgiou

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Mellani Georgiou
Find out more
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My articles

The cost of the status quo | A contribution from Women in Fund Finance
The cost of the status quo | A contribution from Women in Fund Finance

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HR

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General

16/09/19

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How failing to recruit and retain a diverse workforce may lose you the next big mandate, a contribution from Chelsea Bruno and Meera Savjani on behalf of 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. It comes as no surprise that some of the more “traditional” industries such as law and finance have been slower to progress in building diverse talent pools, and the clients of these firms have started to notice. In January 2019, more than 170 general counsels and corporate legal officers in the United States signed an open letter to big law firms which criticised these firms for the lack of diversity at the partner level. The letter, which was signed by companies such as Heineken, Vox Media, and S&P Global Ratings, stated that going forward these companies (many of which operate globally) would prioritise their legal spend on those firms that commit to diversity and inclusion. The letter went on to state “we applaud those firms that have worked hard to hire, retain and promote to partnership outstanding and highly accomplished lawyers who are diverse in race, colour, age, gender orientation, sexual orientation, national origin, and religion and without regard to disabilities”1. Although the letter does not set out how these firms plan to measure such level of commitment, it’s clear that these firms are serious about holding their legal counterparts accountable, and when taking a closer look, it’s clear that emphasis on diversity does not stop at these 170 corporations. Across the Atlantic, industry groups in the UK are also pushing to hold big corporates accountable for failing to make meaningful progress when it comes to diversity. As reported by the Guardian in May 2019, the Investment Association (IA), a trade body which represents UK investment managers who in aggregate manage over £7.7tn in AUM, has confronted 94 publicly listed companies for failing to make sufficient progress on gender diversity. The IA has written to each of these companies and raised concerns about the lack of gender diversity in leadership positions. A list of companies which received the highest level of warning from the IA was recently published in the Guardian and confirmed by IA2 , and although some of these companies have responded with statements emphasising efforts to address such issues, it’s clear that shareholders and potential investors will be looking for measurable progress going forward. In line with such expectations, some investors are taking accountability into their own hands, as evidenced by a change implemented by ILPA (the Institutional Limited Partner Association), the global industry body that represents the interest of private equity limited partners. ILPA recently expanded its standard due diligence questionnaire (DDQ) to include a section related to diversity and inclusion, and requires firms fill in a template which aims to measure and report the gender and ethnic diversity of teams by seniority and role. It also includes a section of questions designed to help investors understand a firm’s policies and procedures in areas such as hiring, promotions, family leave, mentoring, and harassment and discrimination. When asked about the updated DDQ, CEO of ILPA Steve Nelson stated “ILPA believes that diversity and inclusion is a strength that all stakeholders within the private equity ecosystem should embrace and promote in meaningful ways,” said Nelson. “The due diligence questionnaire expansion and Code of Conduct guidance represent an opportunity for general partners (GPs) and limited partners (LPs) to have conversations about these important issues, in the spirit of a stronger and ever improving workplace for everyone. We look forward to advancing these ideals which serve as the foundation for a healthy, prosperous industry.”3 As with the other industry groups discussed herein, ILPA is sending a clear message that diversity is no longer an optional. Changes such as the updated DDQ make it increasingly difficult for firms to completely ignore the topic, and although the potential consequences are meaningful in all industries, the cyclicality of fundraising in private equity means the risk associated with failing to adapt could be both severe and expensive. While few would doubt that the conversation around diversity and inclusion has evolved significantly over the past two decades, many are now suggesting that the time has come for the conversation to expand into action. Although just a few examples are discussed herein, it's almost for certain that there will be more letters and questionnaires to come. With the rise of such accountability, the cost of failing to adapt may soon weigh heavy on firms and maintaining the status quo of a homogenous workforce may come to feel like a burden in itself. Thus, firms must ask themselves whether the status quo is worth the missed opportunity that will result. The 10th edition of our highly regarded Market Insight Report represents the views of over 1,100 professionals, and contains insights from our specialist consultants and key business partners on market and employment trends.  If you’re looking to find out more on salary benchmarking and the motivations driving the modern workforce today, download our full report which contains key contributions from Western Union Business Solutions,Seddons Solicitors, Intoo UK & Ireland  and Breaking the Silence. Cited https://www.law.com/americanlawyer/2019/01/27/170-gcs-pen-open-letter-to-law-firms-improve-on-diversity-or-lose-our-business/ https://www.theguardian.com/business/2019/may/13/investor-group-warns-almost-100-firms-over-lack-of-gender-diversity https://www.pr-inside.com/ilpa-publishes-diversity-and-inclusion-resources-f-r4704476.htm

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Although hard to believe, there are still some who do not understand the value of diversity.

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Mellani Georgiou

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Mellani Georgiou

Mellani Georgiou

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Mellani Georgiou

 Senior Finance Networking Event at Charlotte Tilbury
Senior Finance Networking Event at Charlotte Tilbury

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Finance & Accounting

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General

22/05/19

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On Wednesday Marks Sattin collaborated with Charlotte Tilbury in Covent Garden to host a networking event for senior finance professionals within the financial services market. The night was a huge success, with emails pouring in from clients complimenting us on our event. The evening was planned around a master class which was hosted by two of Charlotte’s top make-up artists, using one of our clients as a model. They showed all ladies how to create a glam evening look while taking them through the full range of new and existing products on offer. All whist we sipped on prosecco and nibbled delicious treats. After the masterclass the ladies were treated to a personalised mini lesson where they could choose from a lip, eye or skin tutorial using the best products for their skin type. It was great to watch all of our clients get pampered whilst trying out new looks.To end the evening we gave each lady a voucher to redeem on Charlotte Tilbury products, the team took great care of them and walked them around the shop floor to find their preferred products. This event was a great opportunity for us to catch up with some of our hiring managers in a relaxed environment. We learnt about potential new business coming up, current contractor extensions as well as general market information. It was also a great opportunity to network with some future senior finance professionals that we will be working with. We would like to thank everyone that took the time out of their busy schedules to attend, the evening was a huge success and we hope to see you again at another event during the year!

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On Wednesday Marks Sattin collaborated with Charlotte Tilbury in Covent Garden to host a networking event for senior finance professionals within the financial services market.

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Mellani Georgiou

by

Mellani Georgiou

Mellani Georgiou

by

Mellani Georgiou

How you can streamline your recruitment process to retain your top talent?
How you can streamline your recruitment process to retain your top talent?

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General

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General

01/01/19

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In the current job market, where the UK faces its lowest unemployment levels since the 1970s, employment is skyrocketing. This is good news for employers as there are fewer roles left unfilled, however, a candidate-driven market often leads to the prospect of employee job hopping. Companies have been busy recruiting in large numbers, but haven’t taken time to consider just how efficient their recruitment process is. Experts in the recruitment sector have noted that despite the rise in recruitment, the onboarding processes have not been innovated or personalised accordingly, leading to a mismatch between the hired candidate and the company culture. This miscommunication often leads to employee disengagement and eventually, top talent leaving. So, what are the major problems facing recruitment and how can they be improved? It’s stuck in the past Martin Ackermann, the senior director for talent acquisition at Parexel, spoke to Executive Grapevine to state that the reactive nature of recruiters is a major problem which requires immediate change: "Because business is changing so fast, just filling places because the hiring manager wants a certain type of skills set isn't good enough anymore - because then people will leave after two years because their job changed." Instead, he suggested recruiters need to be pro-active and forward-facing whilst looking out for candidates who show they can embrace a shifting environment: "There needs to be a more strategic view to hire people who are capable of dealing with change. That way they will stick with the company who will develop them." Job satisfaction Career satisfaction is an important variable that contributes to a successful hire as highly engaged employees are 87 percent less likely to leave their companies. In accordance with Martin’s observations, one of the great ways to drive employee engagement is through offering incentives such as career development opportunities. CareerBuilder's vice president of human resources, Rosemary Haefner made a statement on the topic: "Not recognizing what’s important to employees can translate into more job dissatisfaction, lower productivity, and higher voluntary turnover." She resolved that employees need to feel valued and rewarded, not just in terms of their salary, but through recognition for their meaningful contributions as well as through a job that allows for a good work-life balance. Plan long term Often in politics and business, long-term, high-impact decisions such as major investment in infrastructure, re-balancing the economy and developing international trading relationships are thoroughly planned and negotiated since they are essential to ensure the sustainability of growth. A similar long-term view should be adopted in recruitment as planning ahead and strategising solutions to potential pitfalls will streamline the recruitment process and ensure company growth. The inability to retain employees will instead lead to wasted company time and money. The way forward A Principal Consultant at Marks Sattin spoke of ways to entice the best candidates. “With increased competition for talent in the market now fiercer than ever, money and lifestyle benefits are not enough to get the best candidates on board. These people need to be genuinely stimulated in roles offering them both a platform to develop from but also to challenge their current capabilities, thus gaining greater engagement from a learning and development perspective.” In addition, employers will need to analyse the vacancies they are recruiting for and consider the following questions: are we offering the right opportunity and not just banking on salary and work benefits? How innovative are we being? Are we keeping on top of the latest trends? The difference you see in employee retention and candidate engagement simply by considering candidate career satisfaction and following these tips can surprise you. Recruitment done right with Marks Sattin At Marks Sattin, we source, meet and screen all our candidates and offer only the very best talent to fill your job vacancies. For more information about the divisions we recruit for, read about us here and contact us today to see how we can help your business.

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In the current job market, where the UK faces its lowest unemployment levels since the 1970s, employment is skyrocketing. This is good news for employers as there are fewer roles left unfilled, however,

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Mellani Georgiou

by

Mellani Georgiou

Mellani Georgiou

by

Mellani Georgiou