FP&A Lead

Client / Mandate complexity

A new Group Finance Director had recently joined and wanted to review how the finance function was structured, as the business was behind in terms of reporting efficiency and systems. The role was designed to be value-adding, with a focus on improving how systems and tools were used across the business. The objective was to introduce greater automation and more efficient reporting processes, helping the finance team operate more effectively.

Key requirements

This was a new role, created to build the function from scratch. The brief required someone with strong attention to detail and the ability to put the right foundations in place, so the business was set up to operate more effectively as it scaled.

Constraints or sensitivities

The role required someone who could act as the FP&A lead for the business, building the function from the ground up. The individual needed enough experience and credibility to establish processes and work closely with senior stakeholders, while remaining focused on delivery rather than strategy.

Market mapping and intelligence

This was an attractive opportunity to take to market, given the chance to build a function from the ground up. The challenge was finding the right balance of experience — someone senior enough to establish the function and work with leadership, but still hands-on and focused on delivery.

Candidate evaluation process

We drew on referrals from our finance network, alongside targeted mapping across private equity, asset management, and banking. Private equity experience was an important factor, ensuring candidates understood the reporting expectations, pace, and commercial context of a PE-backed environment.