Leaders Insight - with Matthew Jowett, CFO at

How to Write a Standout CV for Transactional Accountancy and Finance Roles

A well formatted, standout CV is essential for landing interviews in transactional accountancy and finance. Employers are always looking for candidates who demonstrate attention to detail, numerical proficiency, and a strong understanding of financial processes. So, your CV need to shine a spotlight on your qualifications, skillset, and experience to make sure you stand apart from other candidates. To help you on this quest, Liam Connolly has drawn from his extensive experience in transactional finance recruitment to share some top CV tips. Follow these, and your CV will be the one that grabs the attention of prospective employers. 1. Understanding the Role and Key Requirements / Responsibilities involved:Transactional finance roles typically involve managing financial transactions, reconciling accounts, and ensuring compliance with regulations. Depending on the specific position, responsibilities may include accounts payable and receivable, bookkeeping, financial reporting, or credit control, this is important to make sure these elements are clearly sign posted in your CV. Key Skills to Highlight: Attention to detail and accuracy in financial transactions. Strong numerical and analytical skills. Knowledge of accounting software (e.g., SAP, QuickBooks, Xero). Understanding of financial regulations and compliance. Ability to work in a fast-paced, deadline-driven environment. 2. Structuring Your CV:Your CV should follow a professional structure with clear sections that make the document easy to read and have a natural flow. If you over complicate your CV or format it in such a way that makes it difficult to read and without a natural flow it will absolutely hinder your application and will likely result in the key and important information within the CV being missed or overlooked. Below is an ideal format to follow to avoid this happening: Section A. Contact Information:Ensure your contact details are up to date, including: Full Name Phone Number Professional Email Address City of residency Notice period LinkedIn Profile (if applicable) Section B. Professional Profile / Summary:Begin with a concise, attention-grabbing summary of your expertise and career goals. Tailor this section of your CV to highlight key skills and experience relevant to the specific transactional finance jobs you are applying for. Example: "Detail-oriented finance professional with five years of experience in accounts payable and receivable. Proficient in financial reconciliation and reporting, with a strong understanding of accounting regulations. Adept at using SAP and Excel for transaction management. Seeking a role where I can fully utilise my skills to add value to a growing transactional finance team." Section C. Relevant Skills & Competencies:This is your opportunity to list your most relevant skills, these should be formatted as bullet points making it easy to read ensuring that the most relevant skills to the role you are applying to are front and centre at the top of the list. Example: Purchase & Sales ledger management Advanced Excel (VLOOKUP, Pivot Tables, Macros) Accounts reconciliation and financial reporting Bank statement reconciliation VAT processing and regulatory compliance Section D. Work Experience:Your work experience should be listed in reverse chronological order (starting with the most recent role first), emphasising achievements and contributions along with all the relevant responsibilities you undertook as part of the role. Example Format: Company Name | Job Title | Dates of Employment High volume invoice processing of both Purchase and Sales ledger invoices (c800 - 1000 per month) Managed Accounts Payable transactions totalling £3 million monthly Reduced invoice processing errors by 30% through process improvements Implemented a new reconciliation system, enhancing accuracy and efficiency Top tip: be specific ‘Managed Accounts Payable transactions totalling £3 million monthly’ instead of ‘Accounts Payable Transactions’. This level of detail not only helps employers and us understand the scope of your responsibilities and the extent of your capabilities but also demonstrates the care and attention you have put in your CV. Section E. Education & Qualifications:Include your school / college results, degrees, certifications, and relevant training. Example: AAT (Association of Accounting Technicians) Level 4 BA (Hons) in Accounting & Finance, University of ABC | Graduated: 2020 (1st Class) A level – Further Maths, English, Economics – Grade A,B,A 11 GCSE (Including Maths English, Science – Grade 8) Top tip: Not including your results can raise concerns and you'll likely be asked for them later, so it's best to include them from the start. Section F. Additional Sections (Optional)Languages: If multilingual, mention fluency level (spoken & written communication levels). IT Skills: Intermediate / Advanced Excel knowledge (VLOOKUP / Pivot Tables), Proficiency in accounting software – Sage 50, SAP. 3. Tailoring Your CV to Specific Roles: While transactional finance roles share common responsibilities, tailoring your CV for different positions (e.g., accounts payable vs. credit control) will dramatically improve your chances of selection and make it clear to potential employers that you understand the position you are applying to and can evidence through your experience why you are suitable. Make sure you customise your summary, skills, and experience accordingly to reflect this.For example:Accounts Payable / Accounts Receivable:Attention to detailAccuracy in your workUse of specific invoicing accounting softwareSpeed in manual processing Highlighting specifics in volume of invoices processed (p/w or p/m)Credit Controller:Softer skills are very important in Credit controlAbility to account manager – treat each client individually Being a good negotiator is vitalHighlight successes in results again targets (reduced aged debt by 85% in 12 months)Showing empathy and understanding to create strong working relationshipsKnowing when to change tact and take a firmer approach as needed.Accounts Assistant:Demonstrate full understanding of all elements of transactional financeAny professional qualifications you are / have undertaken (AAT) are important to highlightUse of various / specific accounting software (Sage, SAP, Xero) is appealing to clientsPayroll:Highlight the volume of employees payrolled Break down into weekly / salaries quantities Mention the use of specific payroll operating systems (Sage Payroll etc)Speak about the payroll region you cover, is purely UK payroll or do cover Irish Payroll, EMEA, APAC? Is it the full end to end payroll process including query handing / amendments through to sending the payroll to the bank?4. General CV Design and Formatting:Keep it concise: Limited to two pages if possible. Use professional fonts (e.g., Arial, Calibri, Times New Roman). Ensure the same font and font size are consistent throughout (not too small or too big, 10 - 12 size works fine depending on the font selected). Use Clear headings which separate the different sections. Maintain consistent spacing and margins throughout. Use bold to highlight key skills so they stand out. Use bullet points to list the responsibilities (not just one long paragraph) 5. Common Mistakes to Avoid:Spelling and grammar errors: Proofread thoroughly. Irregular fonts / font sizing and spacing. Generic duties: Customise for each role. Overloading with unnecessary details: Focus on what is relevant to the role in question. Too much information can make CV’s difficult to read and the reader loose focus. Lack of quantifiable achievements: Use specific amounts / results to demonstrate your impact. Final Thoughts?Your CV is your first and best chance to make a positive impression on a prospective employer. They want to see that you are capable of undertaking the advertised role and have a clear, demonstrable track record of handling similar responsibilities. With this in mind, it's essential to clearly showcase your experience, ensuring the right information is highlighted. Additionally, outline why you are interested in the specific role you are applying for. Consider your career goals, why you would be a good fit for the role, and where you see your potential for longer-term development (be realistic). A standout CV for transactional accountancy and finance roles should emphasise relevant experience, technical expertise, and professional achievements. By structuring and tailoring your CV effectively, you will significantly improve your chances of securing interviews and advancing your career. Visit Our Candidate Advice Pages HereLooking 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 TODAYand let's chart your career path together.

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Welcome to the third instalment our insightful blog series ‘Leaders Insight’ where we continue to delve into the professional lives of these experienced senior-level experts and highlight their multifaceted expertise to inspire the next generation of CFOs.

In this chapter we caught up with Matthew Jowett, CFO at Kelling Group.

Kelling Group is a leading provider in the hire of specialist access equipment, access platforms, welfare unit hire and services to growing infrastructure and associated end markets. Kelling Group also recently won the award of Mid-Market Corporate of The Year in the 2023 The Yorkshires. Business Awards.

What, in your opinion, are the major differentiators between the role of a CFO and a Finance Director?

As a general rule, the role of CFO is more strategic and forward looking than that of a Finance Director. Whereas the Finance Director will spend the majority of their time in the Finance function, ensuring a solid financial foundation for the business and managing the ‘day-to-day’, a CFO typically spends more time in the wider business as well as managing external stakeholders e.g., investors, banks, key customers / suppliers. The reality can be very different, however, and depends on the size and nature of the business concerned; there is often quite a blurred line between the two roles, especially in smaller businesses where scale / complexity may not yet justify the cost of both in the organisation. As CFO, I am in my stride delivering a new banking facility, carrying out due diligence on an acquisition or presenting our 5-year plan to investors, but the thought of reviewing the month end consolidation or VAT return would give me cold sweats!

What do you think future leaders should prioritise or focus on most when they initially make the step up to CFO?

Build a good team around you to ensure you can delegate and focus the necessary time on the more strategic areas. If you don’t have the appropriate resource and expertise in the team, you’ll quickly get sucked down into too much detail and lose sight of the bigger picture.And on that note….

Spend time getting out and about in the business – you’ll need to force yourself to do this, it’s easy to get stuck behind the desk in the office. Speak to your staff root-and-branch and take a genuine interest; it’s amazing what you’ll learn and be able to bring back to the boardroom table. And take the time to learn your products and services inside out. Know your key costings and pricings to the penny; it will help you make better sense of your P&L and KPIs and to make better business decisions.

Your network is increasingly important as you step into a more strategic role. Being able to pick up the phone to a trusted advisory contact or an industry peer to sense check something new or unfamiliar is invaluable.

Reflecting on your first couple of years in the role of CFO what were the pitfalls you wish you had been aware of and would advise future leaders to try and avoid?

Pace yourself! Map out key objectives over a sensible / realistic timeframe and don’t try to do too much too quickly. Identify and execute the quick wins and by all means make your mark but take your time to understand the key dynamics in the business (and the industry, if the new role involves a change in that regard) before making too many strategic / structural changes – you’ll spread yourself too thin and, potentially, cause chaos!

On a related point, never underestimate how reluctant some people can be to change, however small it might seem to you…ensure you engage with the workforce and bring them on a particular journey with you at the earliest opportunity.

Finally, back yourself. You’re in this role for a reason – somebody has recognised your expertise and/or potential and you might well be surprised just how well your prior roles have prepared you for this. Don’t be afraid to ask the daft or obvious questions that no-one else is asking.

What are your opinions about the relationship between a CFO and CEO? What is critically important in building a successful partnership and providing the right support to the CEO?

I’ve been lucky enough to work with some great CEOs and a healthy relationship is crucial – you’ll spend more time speaking to them than you do your other half!In addition to the official job description, as CFO you’ll need to be the sounding board, voice of reason, agony aunt and many other things to the CEO.My observation is that being the CEO can be quite a lonely existence – ultimately the buck stops with you for everything in the business – so to have a trusted confidant in your CFO, who understands your strategy but who can provide challenge in a ‘closed’ environment, is essential.

What new key skills or attributes do you think the next generation of CFO’s are going to need to develop?

The fundamental skills will always be required – strategic thinking, commercial negotiation etc etc. In terms of specifics, there is a lot of talk around AI at the moment, and it is something we’re looking at in our business. I’m not suggesting that CFOs will need to become experts in the inner workings of this, but they will need to understand its capabilities and consider the impact, both in terms of opportunities (e.g. automating processes) and risk (e.g. more sophisticated fraud attacks etc).But standing back, this is just about being adaptable and embracing change – if you asked the same question to a CFO twenty-five years ago, you could probably replace “AI” in the response, with “the Internet”. Or four years ago it would have been the ability to adapt quickly and steer the business through a pandemic.

When considering a new CFO job opportunity what do you believe are the most important things for candidates to consider when deciding, in order to have the best chance of a successful move?

Do your homework and make sure you find the right business and the right team for you.

We’ve already talked about the crucial relationship with the CEO – do you align with their vision for the future? If not, you could be in for a very uncomfortable journey.

Who are the key stakeholders? Plc world is very different to private company world, for example, and has different demands for a CFO. Which suits you best?

How big is the business and where is it on the maturity curve?

What are the key challenges and aspirations for the business, and does this suit your skillset and ambition?

Is there a transformational event on the horizon and what would this mean for you?

Away from core accounting knowledge, what personality traits have been critical to your success as a CFO? Are these natural or have you worked on developing them?

Be inquisitive, tenacious and challenge the status quo - this is fundamental to driving organisational change and implementing new strategies. I love being told something can’t be done in response to a suggestion that could clearly add-value – so I can prove it can! Don’t get me started on “we’ve always done it this way” …

Also, you spend a huge amount of time dealing with people matters. Strong interpersonal skills are essential, as is the need to adapt for different cohorts of employees across the business. This also plays into the requirement to build strong relationships with external stakeholders.

Attention to detail is paramount; as CFO you’re often dealing with highly analytical counterparties. Likewise, missing something important in the small print of a contract can be very costly down the line.

Whether these are my natural characteristics – perhaps - but all were ingrained / beaten into me (!) before I moved into industry during my years in Corporate Finance, for which (in hindsight) I’m very grateful.

What is the one single best piece of advice you were given early in your career that still holds true today?

The “5 Whys”. I still use this technique today when I want to get to the root cause of a problem. Look it up and use it – so simple and effective!

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 US today and see how we can help.

Leaders Insight - with Matthew Jowett, CFO at Kelling Group