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​5 Red Flags to Avoid When Hiring Finance Professionals

​Here at Sharp Consultancy, we know just how important it is to hire the right person-not just in terms of experience, but also personality and overall fit within your business.Getting this wrong can be costly, not only financially, but in terms of time and effort spent on onboarding and training someone who ultimately might not work out.To help avoid this, Soraya Downing has put together 5 key red flags to watch out for when reviewing CVs or interviewing finance candidates: 1. Vague or General Responses A genuinely interested candidate will come to job interviews prepared with detailed answers that clearly link their experience and skills to the role they’re applying for. If their responses are vague or lacking depth, it can be a sign that they haven’t taken the time to prepare—or worse, they’re not truly engaged with the opportunity.Ideally, you want to hear specific examples backed up with figures or results. ​​It’s worth noting that bad answer doesn’t always mean the candidate isn’t prepared or doesn’t have the required experience, it could be that your question is confusing and needs rephrasing.For example, asking “Can you walk me through your main responsibilities in your most recent role, particularly those related to [payroll/management reporting/credit control/etc.]?” is likely to generate more specific and useful answers than a vague question like “Tell me about your most recent role.”​Try practising your question on a colleague or someone you manage and see if they struggle to answer. They will be able to help you scrutinise the question and suggest better wording or elaboration to avoid any confusion.If you require support with conducting job interviews or creating targeted interview questions, we’re always happy to help. With a team of over 25 consultants who each specialise within different areas of finance and accountancy recruitment, we’ve interviewed thousands of candidates — and we know what works. 2. Inconsistent Career HistoryWe fully support career moves—most of the time, they signal progression and ambition, which is great to see. However, when a CV shows a pattern of short-term employments with no solid explanation, or recurring reasons for leaving, this can indicate potential issues with commitment, adaptability, or performance.There can be many reasons why a candidate has several short-term roles on their CV. For example, they could have completed several temporary or short-term interim contracts without making this clear on their CV or they may have experienced a series of redundancies beyond their control. Always dig a little deeper in these cases, they may be acceptably explained but there could also be something bigger at play.When you engage with us as your recruitment partner, we will never put forward a candidate that hasn’t been fully vetted and their career history and suitability examined. We will have all already done the ‘deep digging’, so all short-term roles and employment gaps are explained to you from the get-go. It takes the guesswork out of the process and saves you valuable time. 3. Poor Communication SkillsIt’s natural for candidates to be a little nervous in interviews, but for senior finance roles in particular, strong communication is non-negotiable. If someone consistently gives vague answers, struggles to explain their experience, or avoids eye contact, it could raise concerns about how they’ll present to stakeholders or collaborate across teams. At this level, you’re looking for clear, confident communication—even under pressure.​If you’re unsure about a candidate’s communication skills, especially in a senior finance role, consider including a short task or second-stage interview focused on presenting or explaining a topic. For example, ask them to walk you through a recent financial project or prepare a brief summary of how they’d present key financials to non-finance stakeholders. This gives you a clearer sense of how they structure information, handle questions, and communicate under mild pressure. When you engage with us we’ll work with you to understand whether a candidate’s communication style will align with your specific team dynamics and stakeholder environment—something that is key to a successful long-term hire but often overlooked.​4. Lack of Curiosity or InitiativeTop finance professionals are naturally curious and proactive. They’re the ones who suggest improvements to systems or processes without being asked. If a candidate shows no interest in how they can add value to your business and the role, or doesn’t ask questions during the interview, that could be a red flag that they’re more reactive than proactive.Sometimes that might be exactly what you are looking for, but other times, recognising this about a candidate early on could be your saving grace in hiring someone unfit for the role in question.  5. No Signs of a Growth MindsetIf you’re hiring with the goal of developing someone long-term, look for signs they’re committed to personal and professional growth. This could be studying towards a qualification like ACCA, CIMA, or ACA or asking thoughtful questions about the business’s future.A lack of interest in development can often translate into a lack of long-term engagement to the role and your company. Even when not looking for a long-term hire, a candidate who exhibits no desire for their long-term career and growth can be a sign that they might not even stick it out for a shorter period of time.As your recruitment partner, it really helps to understand what you want out of a hire. Don’t be shy in telling us what skills and qualities you want and don’t want a new employee to have for the role you are hiring for. If you give us as much information about the role and the company as possible, we can then use this knowledge in our candidate selection process to only suggest candidates which have the necessary qualities you are looking for. Final Thoughts Sharp Consultancy has been recruiting finance professionals across Yorkshire for over 30 years. Our proven process allows us to spot these red flags early, helping our clients avoid costly hiring mistakes. By keeping the above points in mind, you’ll be in a much stronger position to hire the right finance talent for your team.If you're currently hiring, or planning to, and want to avoid the common pitfalls, we’d love to support you. From advising on interview strategy to identifying candidates with the right mix of skills and mindset, we’re here to make the process easier—and more successful.Soraya specialises in recruiting for permanent Part Qualified, Qualified by Experience and Qualified finance roles with salaries ranging from £30,000 to £50,000 across Doncaster, Rotherham, Barnsley, Worksop, Hull and the surrounding areas. Get in touch with Soraya today – sorayadowning@sharpconsultancy.com – 0114 261 1700 or SUBMIT A VACANCY.​

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Leaders Insight - with Steve Hammell, Experienced CFO, Industrials & Technology markets

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​The latest instalment of our “Leaders Insight” series is with Steve Hammell, experienced CFO in Industrials & Technology markets. In an insightful interview conducted by Michael Ball, Partner at The CFO Partnership, Steve shares his journey, the strategic initiatives he’s spearheading, and his vision for the future of finance.

Steve Hammell brings a wealth of experience and a unique perspective to his role at Pressure Technologies. With a career spanning over two decades in various financial leadership positions, Steve has navigated through numerous economic cycles and industry shifts. His expertise in mergers and acquisitions, financial strategy, risk management, and operational efficiency has been instrumental in driving the company’s growth and resilience.

Join us as we delve into Steve’s experiences, explore the evolving responsibilities of a CFO, and uncover what defines successful financial leadership in today’s environment.

What are both the best and the most challenging aspects of being the CFO of a fast paced, listed business?

  • Best aspects;

    • Supportive shareholders with capital to inject into the business, including the ability to provide innovative financing instruments (e.g. convertibles, quasi debt-equity instruments)

    • High quality Boards with NEDs who bring in-depth experience and a steady hand.

    • The public profile helps to attract and recruit high quality candidates and offer incentive structures not available in private companies.

  • Challenging aspects;

    • Everything plays out in the public domain, so the interplay of strategic projects and business performance need to be carefully handled.

    • Short-term share price movements can become a barometer of success rather than progress against strategic objectives and long-term improvements to the business.

    • Regulatory burdens are heavy and the costs of being listed can be prohibitive for any plc with revenue < £30m.

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?

  • CEO and CFO must have each other’s back and provide a united front with all stakeholders, especially the Board, shareholders and employees.

  • They should complement one another in terms of skills/expertise, leadership style and teamwork.

  • Each needs to have strong leadership characteristics and deliver on their own responsibilities aligned to common strategic objectives.

  • CFO needs to be the financial authority in the company and have command of the numbers, with the ability to simplify complex areas and deliver concise analysis for the CEO to use commercially.

  • CFO should recognise that being CEO can be a lonely place with responsibility for almost every facet of the organisation. The CFO should be a strategic sounding- board and challenge the CEO regularly as an outspoken partner.

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

  • Technology;

    • Cyber security is becoming a core competence and leadership responsibility of the CFO; ability to develop the cyber defence strategy of the company and work with internal and external resources to provide a robust operating framework and a response capability if the business is attacked.

    • Ability to lead and deliver ERP and data analytics projects as Board sponsor.

    • Ability to harness Artificial Intelligence and automation to deliver value to the business; in manufacturing, this translates to delivering full integration of manufacturing and financial data to drive operational improvement.

  • Procurement;

    • Supply chain integrity, performance and reliability has become a significant issue post-pandemic.

    • CFOs need to be able to develop and lead high performance procurement functions to serve the business and manage operational and financial risk.

  • People;

    • The world of work has changed in the last 5 years with many competing pressures emerging. CFOs need to develop a core set of values to guide their recruitment decisions.

    • CFOs need to develop high performance cultures by harnessing a broad range of skills across the increasingly integrated functions of finance, IT and procurement to deliver first class support to the business.

    • CFOs should focus on big-picture priorities and determine what gets done, not how it gets done; CFOs should therefore prefer to empower their teams and encourage collaborative decision-making.

You have worked in some challenging turnaround environments in your career. What specifically are the most essential skills and personality traits that a finance leader needs to be able to steer a business through a turnaround project?

  • Resourcefulness – CFOs must be able to draw on a broad array of skills and a network of dedicated advisors and funders to find their way through complex situations.

  • Resilience and being strong-willed – CFOs must be acutely risk aware but be able to carry on regardless in a dark, uncertain and ambiguous situation where the route to success is not clear and the odds may be stacked against you; CFO’s need a plan B if things go wrong.

  • Change management – turnarounds involve significant change for organisations and create new priorities, pressures and working relationships; CFO is normally in the eye of this storm.

Working patterns and individual priorities have never been as much at the forefront of working life as they are for people now. Is it possible to maintain a reasonable work life balance at C-suite or do you have to accept that there will be personal sacrifices in order to succeed at that level?

  • C-suite responsibilities are time consuming, and you are usually dependent on the performance of others, which requires flexibility and ability to handle time pressure.

  • However, by organising the activities of your internal and external teams, space can be created for your personal life, albeit at certain times the job has to come first.

You come from an advisory background yourself. How important is it to put time and effort into building and maintaining a network of trusted advisors that you can go to time and again?

  • Developing long-term relationships of trust with CF advisors, lawyers, diligence providers, tax advisors and a range of debt and equity funders is critically important and enables a CFO to deploy the full suite of skills and expertise required.

  • As a CFO, the businesses I have worked for have been employing not only myself but my entire network (whether they realised it or not!)

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

  • Frame your career and skills in terms of the market you operate in and develop the flexibility to deploy those skills in new ways.

  • For myself, I have served the Yorkshire M&A market for over 25 years in diverse roles including CF advisor, corporate banker and most recently CFO and have been able to re-invent myself a number of times using a core set of skills and relationships.

  • Looking forward, I have ambitions to move into non-executive roles and expect the flexibility I have developed over the years to serve me well again.

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.