Louise Shute

Celebrating International Women's Day with Louise Shute

​In celebration of International Women's Day, we continue our series by highlighting the inspiring journey of female leaders in finance who are making a significant impact throughout their career.In this installation we are thrilled to feature an interview with Louise Shute, the Chief Financial Officer of Hollybank Trust, a not-for-profit care provider dedicated to supporting individuals with complex needs. Since joining Hollybank Trust in 2019, Louise has been instrumental in driving financial sustainability, operational efficiency, and strategic growth. Her leadership goes beyond numbers, focusing on ensuring that every financial decision aligns with the organisation's mission to provide outstanding care. Join us as we dive into her career-defining moments, the traits that have contributed to her success, and her invaluable advice for the next generation of female finance leaders. ​1.Please can you provide a summary of who you work for and your current role?I am the Chief Financial Officer of Hollybank Trust, a large not-for-profit care provider that delivers specialist care and education to individuals with complex needs. Since joining in 2019, I have been responsible for overseeing finance, IT, estates, and HR, ensuring financial sustainability, operational efficiency, and a strong, well-supported workforce. My role is not just about numbers—it’s about making sure every financial decision supports the organisation’s mission. I work closely with the executive team and trustees to strategically plan for the future, secure funding, and drive initiatives that enhance the care we provide. This includes leading acquisitions, driving digital transformation, and optimising resources to ensure we remain sustainable and continue to deliver outstanding care in an increasingly challenging financial landscape.​2.What have been the one or two most defining moments in your career to date?A few pivotal moments have shaped my career and leadership style: Building a finance function from the ground up – One of my most challenging and rewarding experiences was setting up an entire finance team from scratch for a large care group. Bringing the finance function in-house, creating new systems, and ensuring financial stability in a complex organisation gave me invaluable leadership experience. Leading an acquisition – More recently, I successfully led the acquisition of a care business, ensuring financial due diligence, securing funding, and integrating the new business into our operations. This was a defining moment in navigating the complexities of growth while maintaining financial security. Driving digital transformation – Overseeing our transition to a nearly paperless organisation has been a major milestone. Introducing new financial, HR, and operational systems has made us more efficient and forward-thinking, ensuring we are well-equipped for the future. Beyond these, every year brings new challenges in the not-for-profit and care sector, where funding is tight, costs are rising, and financial sustainability is an ongoing battle. Navigating these challenges while keeping the organisation strong and adaptable is something I take pride in.​3.What are the most important personal traits, values or characteristics that, being a female finance leader, has really helped to contribute to your success?Leadership isn’t just about making decisions—it’s about bringing people with you. The qualities that have shaped my success as a finance leader include: Compassion and genuine interest in people – I care about my colleagues and take the time to listen, understand their perspectives, and create a supportive environment. Decisiveness and resilience – In finance, tough decisions need to be made. I can balance strategy with reality, ensuring we remain financially stable while protecting the organisation’s core values. Strong communication – Finance can sometimes feel like a separate world, but I ensure complex financial insights are communicated clearly to teams, trustees, and stakeholders so they can make informed decisions. Positivity, even in difficult times – The financial landscape for care providers is constantly evolving, and it’s easy to focus on the challenges. I believe in staying solution-focused and adaptable, ensuring we embrace change rather than fear it. A positive outlook helps to motivate teams, find creative solutions, and maintain momentum even during difficult periods. I wouldn’t say I’ve faced direct challenges as a woman in finance, but finance leadership remains a male-dominated space, especially at board level. Many women struggle with imposter syndrome, and I think it’s crucial to own your expertise, trust your ability, and bring your unique strengths to the table.​4.What is the one piece of advice that you would share with the next generation of female finance leaders as they look to build their careers?My biggest piece of advice is: do what makes you happy. You spend so much of your life at work—it’s essential to enjoy it. If you don’t, don’t be afraid to seek out something that challenges, excites, and fulfils you. Beyond that, a few key lessons I’ve learned: Be true to yourself. Work for organisations that align with your beliefs, morals, and values. Build a strong team. Surround yourself with capable, driven people—it will make all the difference. Keep learning. I haven’t had an official mentor, but I invest in seminars, courses, and networking to continuously grow. Finding a mentor or widening your professional network can be invaluable. Stay adaptable. Finance, technology, and the business landscape are evolving rapidly. Staying open to change and embracing new ways of working will set you apart. Above all, believe in yourself. Women often doubt their abilities more than men, but confidence comes from experience. Keep learning, keep leading, and don’t be afraid to step up and take your seat at the table.​Louise’s journey is a testament to her power of resilience, compassion, and strategic vision in leadership. Her dedication to Hollybank Trust's mission and her ability to navigate the complexities of the not-for-profit sector have set a remarkable example for aspiring female finance leaders. Her advice to stay true to oneself, build strong teams, and continuously learn resonates deeply, reminding us all of the importance of passion and adaptability in our careers. We hope her story inspires and empowers the next generation of women to pursue their ambitions with confidence and determination. While women are making strides in leadership roles, a significant gender gap still exists. In 2024, 36% of new CFO hires in FTSE 100 companies were female, a notable increase from 2023 when only 14% of new hires were female [1]. Despite this progress, women hold only 25% of CFO positions in the FTSE 100 [2]. These statistics highlight the ongoing need for greater gender diversity and support for women in finance. ​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.

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AS WE LAUNCH THE SHARP CONSULTANCY 2019/2020 SALARY SURVEY, REGIONAL DIRECTOR AARON PEPPERDAY TAKES A LOOK AT HOW HIGH DEMAND FOR TOP TALENT IS AFFECTING THE ACCOUNTANCY AND FINANCE SECTOR ACROSS THE REGION.

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​Over the last 12 months we have witnessed candidate demand far outstripping supply across many areas of the market and early indications show that trend is set to continue throughout 2019 and, potentially, on an even bigger scale.

We are very much seeing a candidate driven market and as a result recruitment is becoming more creative – and often aggressive – as employers step up their efforts to secure the top talent.

Whilst salary levels remain strong and we are witnessing good growth across many roles and levels, more emphasis is being placed upon offering flexible working opportunities, desirable benefits and soft perks such as the ability to buy additional holiday and tailor-your-own employee discounts in order to gain the edge over the competition.

In the current conditions with demand outstripping supply, employees are aware that they can earn – and often command – very good salaries. Yet, whilst this remains high on their list of requirements, savvy candidates are looking far more closely at roles which offer strong progression opportunities and positive working environments to go alongside the financial rewards.

Companies are becoming much more attuned to this way of thinking with an increasing number recognising the need to further improve their benefits packages – potentially alongside the ability to tailor these to suit individual needs – as well as ensuring clearly defined career paths are mapped out and positively communicated.

With high demand and lower levels of supply, employers are adjusting their approach, allowing themselves to flex their requirements to a greater degree. Those open to exploring candidates with a wider range of skills and experience rather than maintaining a firmly rigid view of the ideal appointment are more often than not, the ones that are reaping the rewards.

The market has seen key pinch-points develop over recent years and in particular we are witnessing a shortage of second (or third) time movers particularly across the south of the region where there are fewer people looking to make the move from the profession into industry. Competition is high and employers, recognising that this trend is set to continue, are looking to invest in the future by snapping up good quality graduates and candidates at more junior levels and bringing them through the ranks.

Whilst the economy has experienced growth in recent years, a level of uncertainty has remained which has made many employees somewhat reluctant to taking risks when it comes to making a move. However, with supply continuing to be a challenge facing employers, there remains a focus upon employee retention and ensuring the right balance between attractive salary levels, promotion and progression opportunities and job satisfaction is crucial as the perceived risk of making a move diminishes should one or more of these factors be out of kilter.

The above editorial is an extract from the Sharp Consultancy 2019/2020 Salary Survey; a full copy can be downloaded here.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals.  With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond CONTACT UStoday to discuss your recruitment needs with a member of our team.