Looking to hire?
Problems during a hire process
What if we can’t find the right candidate?
A common fear. This all comes down to having a clear brief at the beginning of the process. You don’t necessarily have to write it yourself — I’d strongly recommend working with your recruiter to prioritise what matters most.
The brief is your sales tool; it’s what your recruiter uses to sell the opportunity.
Always recruit for outcomes and based on the business strategy, not just a job title.
What if we have an internal referral or direct applicant?
This is commonplace. There are two options:
You can pause the recruitment process and run your own interviews first, or you can include your internal referral in the headhunter’s process alongside other candidates. Either approach can work — the key is transparency from the outset.
What if we change our mind and don’t want to hire?
Sometimes circumstances change — strategy shifts, funding rounds move, priorities evolve. Ultimately, it’s your hiring process.
If you’ve retained a recruiter and work has already begun, a retainer fee is usually non-refundable. If little or no work has been done, it’s fair to discuss flexibility.
What if the level of seniority changes, either up or down?
It happens more often than you might think. The best approach is to reboot the process and return to the brief.
Until the role is filled, the assignment isn’t complete — and most recruiters will be understanding of this adjustment.
What if candidates say no?
It’s part of the process. Candidates regularly say no — sometimes another role captures their attention, or their circumstances change.
A good recruiter will be checking in constantly to gauge your role’s position on their priority list and will filter out anyone who’s not genuinely committed.
Will you meet every candidate that you shortlist? What will the candidate experience be like — and does it matter?
Our process is straightforward. We first talk to people in our existing network — candidates we’ve already interviewed personally.
Next, we advertise, screen, and follow up with an MS Teams meeting. Once we’ve crafted a longlist, we interview all shortlisted candidates face to face.
The role remains advertised until it’s filled to the client’s satisfaction, ensuring fresh candidates are continually considered.
And yes, candidate experience absolutely matters — it’s a reflection of your brand.
What if we don’t like our recruiter, or communication isn’t what we expected?
Raise it early and honestly. During your initial recruiter selection, there should have been a clear discussion about process, communication, and feedback expectations.
At the end of the day, you’re the client — you should expect to be delighted by both the process and the outcome.
Questions you might have ahead of a search process
Starting a search for senior finance talent is exciting — but it’s natural to have questions before you begin.
Here’s what clients often ask us before we launch a new assignment.
Are you busy with assignments right now?
A great question. We usually have a few assignments running — some at early stages, others already in delivery.
It’s rare that everything starts at the same time, which means we always have capacity to phase in new searches.
All of our work is retained, meaning we have full commitment from each client.
Typically, we manage around three live assignments, and our capacity peaks at five, each at different stages of the process.
How long does it take to get a search up and running?
Once we’ve had an introductory call and a face-to-face meeting with key stakeholders, things move quickly.
Together, we’ll craft a role brief and job description, which forms the basis for your confidential briefing document and LinkedIn advert.
This can usually be turned around within 24 hours of engagement.
How many searches do you manage at one time?
Three to five is our sweet spot. Because every assignment is at a different stage, we can stagger our time effectively.
We become an extension of your business, representing your opportunity to the market — and we take that role seriously.
What is the current market like for candidates?
If you ask ten people, you’ll get ten different answers!
The truth is, good candidates are always in demand — and good opportunities always find talent.
Active candidates are visible and responsive — the ones applying to roles and engaging with adverts.
Passive candidates are less visible but often stronger. They’re valued where they are, so our approach has to be compelling, relevant, and strategic.
Do you recruit at specific levels of seniority?
Yes — we specialise in the No.1 and No.2 roles in finance.
Every business labels these differently, but in short, we recruit CFOs, Finance Directors, Financial Controllers, and senior FP&A leaders.
Do I need to provide a job description?
Not necessarily. We can build one together.
If you already have a finance team, an overview of reporting cadence, cashflow visibility, and team structure helps.
From there, we can craft a clear and honest role brief that reflects both the current setup and the growth ambitions.
Do you help to write the role brief?
Of course. We’ll blend responsibilities, culture, and ambition into a compelling narrative that attracts the right candidates.
Will you help conduct interviews?
Yes — depending on your preference.
We can suggest interview formats and structures, prepare running orders, and even provide tailored question sets.
If you’d like us to join interviews, we can do that too; we’ll just agree it in advance.
How many interviews should we have?
We usually recommend three:
A meet-and-greet conversation
A technical and challenging discussion
A more social, chemistry-based meeting
This structure works well to assess both capability and cultural fit.
Who should attend interviews?
Ideally, a range of personalities — for example:
The CEO or senior operational lead
HR
The finance leader if it’s a No.2 role
Team members for larger organisations
Do you have a template of interview questions?
Yes. We have a proven template that’s evolved throughout our careers, and we can also generate tailored questions using our AI tool.
It reads your job description and suggests relevant, situational, and business-partnering questions — often the ones that reveal how candidates really think.
Who should we involve ahead of the search?
Anyone involved in decision-making.
It’s particularly useful to meet people who could influence or derail a decision — early alignment avoids friction later.
Different perspectives are healthy, but expectations should link back to business strategy, not personal bias.
What skill sets are currently hardest to find?
Difficulties usually stem from unclear expectations rather than scarce talent.
We work alongside you to adjust and refine the brief as we go.
That partnership approach ensures we stay aligned, flexible, and focused on outcomes.
How do you attract or find candidates?
We’d love to say magic — but really it’s credibility, relationships, and expertise.
We use state-of-the-art software and tools to identify talent, but it’s our network and track record that open doors.
Many of our candidates are referred by investors, advisors, founders, and CFOs we’ve already placed.
Do you headhunt candidates?
Yes — discreetly and respectfully.
We also build relationships with relevant CFOs and FDs before assignments start, so we’re ready to move quickly when the right brief comes in.
How big is your network?
We have an actively managed database of around 2,200 senior finance leaders, mainly CFOs, FDs, and Financial Controllers.
Our wider reach extends much further, but these are individuals we know personally and stay in regular contact with.
What’s happening with salary and package levels?
Salaries never go down!
We saw inflated entry-level pay in 2021–22 due to post-COVID market distortion, but things have since stabilised.
At senior levels, reward is typically tied to value creation — aligning personal success with business performance.
Do you offer psychometric testing or DEI assessments?
Not directly. We deliberately refer this to independent experts to ensure complete objectivity.
We don’t take a revenue share — it’s about what’s best for the client, not what’s commercially convenient.
How do you ensure diversity in your searches?
By considering every applicant and network member fairly.
Finance is one of the most balanced professional disciplines across gender and ethnicity, and we’re proud to reflect that in our placements.
Do you monitor diversity metrics?
Yes. Our placement and application diversity averages around 50/50 gender balance, and we’re happy to share detailed data on request.
Where do you advertise roles?
It depends on the brief. Most roles go on LinkedIn, but if there’s a niche requirement, we may use specialist press or sector-specific channels.
Should we advertise as well?
It’s up to you, though we usually advise against it.
Candidates seeking senior professional roles typically approach trusted recruiters rather than applying directly to businesses.
How do you sell our business?
We build the pitch with you — highlighting your strategy, growth trajectory, leadership team, and the role’s impact.
Many finance leaders today are drawn to purpose-led companies, not just financial reward. We make sure your story resonates.
What’s your process?
Once engaged, we’ll outline a clear timetable, including a weekly update call.
Our process includes:
Longlisting via network, outreach, and advertising
Screening calls and MS Teams meetings
Face-to-face interviews with 15–20 candidates
Shortlist presentation and ongoing candidate pipeline
We continue sourcing until the position is filled.
How long does a search usually take?
Typically four weeks, though it can vary based on client diaries and availability.
Weekly catch-ups keep you informed throughout.
How many people do you interview to create a shortlist?
As many strong candidates as necessary.
This includes new applicants and existing contacts we re-interview specifically for your brief.
Do you respond to all applicants?
Yes. Every candidate who applies receives a response — whether it’s a polite rejection (with advice), an invitation to future discussions, or an initial MS Teams call.
Can candidates appear in more than one of your searches?
Yes, sometimes. If they’ve applied specifically for your role, we’ll wait until that process is complete before introducing them elsewhere.
How often should we communicate during the process?
We recommend a weekly catch-up — usually at the end of the week.
This ensures consistent feedback, keeps momentum, and helps us build a strong working rhythm together.
What’s your rebate policy?
We stand by our process. If a placed candidate leaves early, we’ll replace them free of charge.
Ultimately, you still need someone in the role — and we’ll make sure that happens.
What happens if things go wrong?
We work to put them right.
Most issues come down to communication, so from the start we flag anything that could derail progress and keep channels open and honest.
Can you help with feedback advice?
Absolutely. We gather feedback from candidates at every stage — from application through to interviews.
If someone on your team feels a meeting didn’t go well, we’ll seek constructive feedback to improve the process for everyone.
Making an Interim Hire - Common Fears
Engaging an interim is one of the most flexible and effective ways to solve a problem fast — but it can feel unfamiliar if you haven’t done it before.
Here are some of the most common questions we’re asked when clients are thinking about hiring an interim.
What’s the minimum hire period?
This is usually agreed upfront during the briefing process. We’ll establish the expected duration of engagement, and that timeframe helps shape the shortlist and candidate selection.
When an interim is engaged, the understanding is that they’ll stay for as long as they’re useful and adding value.
Once that value tapers off, you can bring the assignment to a close — and that flexibility works both ways.
Should we pay a day rate or a fixed-term contract?
It depends on the nature of the assignment, the seniority of the role, and how it aligns with IR35 (off-payroll working) rules.
A useful rule of thumb:
If the role could be fulfilled on an ongoing, employee-style basis, it’s inside IR35 and should likely be treated as salaried.
If it’s clearly project-based with defined outcomes and a natural end point, a day-rate arrangement is usually appropriate.
👉 Understanding off-payroll working (IR35) — GOV.UK
What hours do interims work?
Interims are engaged to deliver outcomes, not simply to “fill time”.
Their hours depend on the project scope, phase, and business need — though most work standard full-time hours during key phases.
The interim mindset is about being supportive and delivering results, not about clock-watching.
What if the hire isn’t quite what we expected?
Communication is key.
At the point of engagement, there should be clear deliverables or agreed success metrics.
If there’s a concern about fit, personality, or quality of work, it’s best to raise it quickly — either directly or through us — so we can address it before it becomes a problem.
Do we need to provide IT equipment?
It depends on the nature of the assignment.
For sensitive or highly regulated sectors, interims may be required to use company hardware for confidentiality reasons.
Most interims have their own professional setup and are perfectly comfortable using it unless your policies say otherwise.
How much notice do we need to give?
Ordinarily, one week’s notice is standard, but this can be agreed before the start of the assignment.
Flexibility is part of the interim model — so you can adjust this depending on the length and complexity of the engagement.
Who advises the interim that the assignment is ending?
That’s up to you.
You can handle the conversation directly or, if you’d prefer, we can manage it on your behalf.
Either way, we’ll make sure the communication is handled professionally and respectfully.
Will the interim consider staying long-term or taking a permanent role?
It happens occasionally, but it’s rare.
Most interims thrive on variety, challenge, and change — they enjoy stepping in to solve problems and then moving on.
That said, if the chemistry and opportunity are right, a longer-term conversation can absolutely happen.
Why Hire an Interim?
Hiring an interim gives you expert impact, fast, without long-term commitment. The focus should be value, not cost.
Example: if you bring in a finance specialist at £1,000/day to unlock £500k of R&D Tax Credits, the ROI speaks for itself.
Strategic expertise on demand
1) You can’t yet afford a permanent CFO, but you need senior firepower
Ambitious, growing businesses often need a CFO’s expertise before they can justify a full-time salary.
If you’re raising debt or equity, shaping the story for lenders or funds is critical — having someone who’s done it many times is a no-brainer.
2) Condition of fundraising: investors want more finance maturity
To give PE/VC confidence, bring in a senior finance leader to build a reporting framework and financial model.
They don’t have to be full time: they can set things up, hire a capable permanent team member, and stay involved for board reviews (e.g., one day a month).
Stabilise, triage, and protect value
3) The business is unstable
Pulling someone out of a permanent job into uncertainty can be ethically tricky.
A short-term interim is a safer, smarter way to stabilise, fix issues, or support a fundraise.
4) Suspected fraud or you need an independent business review
If something doesn’t smell right, an impartial interim can run a “drains-up” review of controls, systems, and cash.
Lenders may insist on an expensive IBR; a targeted interim review is often faster and more cost-effective.
5) Unstable leadership team
A seasoned interim CFO can steady the ship across HR, IT, Legal, Property — essentially everything non-sales — while you resolve leadership dynamics.
Project-based, outcome-led work
6) You need specialist skills for a defined project (e.g., systems/ERP, fundraise, M&A)
For well-scoped work with a clear end point, an interim specialist is ideal — provided outcomes are tightly defined up front.
7) Project spikes and bandwidth gaps
During year-end, audits, major bids, new contracts, or strategic reviews, interims give you plug-and-play capacity without adding permanent overhead.
Tip: Ensure knowledge transfer. Involve permanent staff in scoping, rollout, and handover so the interim leaves a proper legacy (models, forecasts, documentation).
Bridging the hiring gap
8) Permanent hire process is lengthy / notice-period cover
Don’t rush a bad decision. Take time to reference and meet a range of candidates.
Use an interim to bridge long notice periods, or agree a phased start with your preferred permanent hire.
How interims work (quick clarifiers)
Minimum period: Agreed at briefing; they stay only while adding value.
Hours: Outcome-driven; typically full-time during key phases, flexing with scope.
Equipment: Many interims use their own kit; regulated sectors may require client hardware.
Day rate vs FTC: Depends on scope, seniority, and IR35. Project-based/outcome-led work often suits day rates; ongoing roles tend to be inside IR35 and closer to salaried.
Interim Explained
Hiring an interim can feel unfamiliar if you haven’t done it before. Here’s a clear guide to who they are, how they work, what they cost — and what you should expect throughout the engagement.
What is an interim candidate?
An interim is an experienced professional who’s faced a similar business challenge to yours — and delivered a successful outcome.
They’re task-focused, detail-driven, and highly conscious of their cost-versus-value ratio. Their focus is always on fixing, improving, and moving things forward.
Does the candidate have to have done a lot of interim assignments before?
Not necessarily. It’s more about mindset than mileage.
Someone who’s been dropped into tough situations, simplified complexity, and delivered results is well-suited to interim work.
The best interims are curious, impatient for progress, and articulate.
By contrast, someone who’s repeated the same annual cycle for twenty years may struggle in a fast-changing, ambiguous environment.
What makes a great interim?
They make the complicated simple.
They perform a deep discovery, design a clear plan, execute, and exit — leaving lasting structure behind.
Why not hire a permanent person instead?
Sometimes that’s the right choice — and if it is, we’ll tell you.
There’s no point in spending money on an interim if what you really need is a permanent leader. But for short-term challenges, transformation, or uncertainty, interims are the smarter option.
How long does an interim assignment usually last?
Most clients think they’ll need someone for three months — but six months is far more typical.
Assignments can extend naturally if the project scope grows or if the interim continues to add clear value.
What hours do interims work?
They’re outcome-driven rather than time-driven.
Most work full-time during critical phases, but the emphasis is always on delivery, not attendance.
Do interims expect to go permanent at the end?
Generally, no.
They join to complete a defined piece of work, then move on. If the chemistry and timing are perfect, it can happen — but it’s rare.
How long do they need to stay — and do they have to complete the full contract?
Interims stay for as long as they’re adding value and both sides want to continue.
If a point comes when a more junior permanent resource would be better, it’s discussed openly and transitioned smoothly.
How do we incentivise an interim to stay for the full duration?
You can offer certainty in a few ways — a guaranteed minimum contract length, an attractive day rate, or a completion bonus.
For highly critical assignments, some businesses offer options or equity in return for a discounted rate.
What happens when the interim leaves — will they leave a legacy?
They should, absolutely.
A good interim leaves your business stronger than they found it — with clear handovers, simple models, robust processes, and logical documentation. Nothing should walk out the door with them.
What if it isn’t working out?
Sometimes things change — priorities, personalities, or business direction.
Either party can end the assignment at any reasonable point.
The key is open communication to ensure a professional and respectful transition.
How do you source interim candidates?
We interview new candidates every day — usually two or more.
Not everyone is a career interim, but many are open to assignments between roles.
Referrals from our network are constant — candidates often introduce us to peers they respect.
Which geographies do you cover?
Our core focus is the UK and near Europe, though our network extends globally through long-standing finance connections.
Do you maintain an interim network?
Yes — actively.
We have around 300 live interim professionals, split across CFO, FD, FC, and Corporate Development roles.
We stay in touch regularly, but vary contact depending on their availability and interest.
Can you help us write a role brief?
Absolutely — it’s one of the most enjoyable parts.
We’ll work with you to define outcomes, deliverables, and audiences for their work.
We’ll also blend in the interesting parts of the brief to make the opportunity attractive in a competitive market.
Do you reference interims?
Yes, if requested.
That said, we often recommend you speak directly with a previous CEO or Chair for context.
Each assignment is unique, and sometimes the interim’s role is to challenge rather than please — so references should reflect the assignment’s nature.
Who should interview the interim?
Anyone who will rely on their output or work alongside them.
For example, if the interim will be producing new board reports, involve the investors who’ll use them.
How many interviews should there be?
At least one face-to-face, ideally two.
Never rely entirely on Teams or Zoom — meeting in person gives a far better sense of chemistry and communication.
Cost: how are interims paid and how does invoicing work?
Costs depend on several factors:
Cash position of the business
Location
Duration of the assignment
Whether expenses are paid
Impact of the role (e.g. fundraising, refinancing, M&A)
Payment options:
Day rate: the interim invoices you directly through their limited or umbrella company.
Payroll: occasionally, for longer or IR35-inside arrangements.
Our own invoicing is separate.
How much do you charge?
We’re fully transparent:
If your business turns over under £10m, our fee is 20% of the candidate’s day rate.
If your business is over £10m, our fee is 25–30%, depending on how we were introduced.
25% if referred by an existing mutual contact.
30% if you found us directly (e.g. via our website or marketing).
How do we know if the interim is inside or outside IR35?
This is determined by the Government CEST test (Check Employment Status for Tax).
The interim themselves doesn’t decide.
👉 CEST tool on GOV.UK
Does the client need to provide IT equipment?
It depends on the role and sector.
In regulated industries, client hardware is often required.
Otherwise, most interims use their own professional setup.
How often will you speak to us or the interim during the assignment?
Very regularly early on — then at least monthly.
We keep close contact to ensure both sides are aligned and supported.
Should we give feedback to the interim, or do you handle that?
Both.
You should feel free to give honest, direct feedback to your interim.
We also collect feedback for our records and to help each professional improve their future assignments.
Should we write a reference for the interim afterwards?
Only if you’re comfortable.
If so, we suggest offering to take an informal reference call rather than writing something formal — it’s often more helpful and authentic.
Why use Pitch Hill Partners?
Choosing the right executive search partner matters.
Here’s how we think about what makes a great relationship between client and recruiter — and why businesses choose to work with us.
You’re a newer firm — why should we trust you?
Engaging a search business with a strong track record of delivery and reputation is always important.
It’s natural that talented recruiters eventually start their own firms — and when they do, they bring experience, networks, and credibility with them.
Check how long your search partner has worked in their specialist area, who you know in common, and ask for references.
Everyone needs their first supporters and success stories — perhaps that could be you.
You don’t have a flashy central London office
True. We don’t need one.
The days of marble reception desks and postcode prestige are gone.
Our investment goes into the things that actually deliver results: data sources, IT infrastructure, and flexible workspace.
We’d rather be agile, efficient, and accessible — not expensive for the sake of appearances.
You’re not an established global brand
Correct — and intentionally so.
Our brand is personal to its founder and meaningful to clients.
Discretion, professionalism, and authenticity matter more than corporate gloss.
What about market or regional coverage?
Geography matters less than it used to.
Hybrid working has opened up national and even international talent pools for regional businesses.
We meet clients in their own environment and interview candidates both locally and nationally for every assignment we run.
You don’t specialise in a single sector
We’ve chosen to specialise in a single function — finance — rather than one narrow sector.
Finance leadership is universal. Accountants are logical, methodical, and curious; their skill set travels across every industry.
There’s already plenty of sector expertise around your board table — our focus is to find the finance leader who can partner with it.
You’re a small team
We see that as a strength.
Technology gives us the reach of a large firm; our experience and personal engagement give us the responsiveness of a boutique.
The more layers a firm has, the more expensive and impersonal the process becomes.
With us, you’ll always deal directly with the decision-maker.
We haven’t worked with you before
That’s absolutely fine — in fact, it’s often refreshing.
We invite you to leave previous recruitment experiences behind and expect total transparency in how we work.
Every search is a chance to shape your business for the better, and we treat it that way.
Aren’t you too expensive?
Value and cost are not the same thing.
If the impact a hire makes on your business far outweighs the fee, that’s value creation — and that’s what matters.
We price fairly and transparently, always aligned to the seniority and strategic value of the hire.
We already have other recruitment providers
That’s fine too — relationships matter.
But ask yourself:
Are you genuinely delighted with their service?
Do they make the process easy?
Do they challenge and manage expectations?
If not, it might be time to try a different approach.
We’re not right for every company — we’re right for those who want partnership, honesty, and results.
We have an experienced in-house talent team
Perfect. We love partnering with internal teams.
We bring specialist CFO and finance-leadership knowledge, deep networks, and the ability to “sell” your opportunity to senior candidates who might not otherwise engage directly with a business.
In-house + specialist search = the best of both worlds.
We’ve had a bad experience with recruiters
That’s more common than it should be — and a good place to start.
We’ll unpack what went wrong last time and rebuild from there.
Often, the departure of a finance leader triggers a like-for-like replacement.
We’ll challenge that by tying your next hire to your future strategy, not your past structure — ensuring the role fits where your business is going, not where it’s been.
Don’t you only recruit interims?
Interim search is our area of deep expertise — but the skills translate directly to permanent executive search.
Both involve problem-solving, urgency, and understanding business personalities.
The words “interim” and “permanent” are recruitment labels; in reality, it’s all about finding the right leader for the situation.
How will you find candidates if we haven’t heard of you?
Through trust and reputation.
Most of our candidates come via recommendation and referral — from investors, founders, CFOs, and advisors we’ve worked with before.
We also use leading data and sourcing platforms like LinkedIn and Pitchbook, giving us both reach and credibility.