A growing wholesale business. A finance team working hard. Yet confidence in the numbers was slipping.
Reports were being produced, but forecasting was limited, key reconciliations were overdue and the leadership team spent more time questioning the figures than using them to make decisions.
For Managing Director Craig Anderson, this wasn't simply a finance vacancy. It was a barrier to growth.
Paul Card Recruitment worked alongside Fitzroy to define exactly what the business needed, before identifying the finance leader capable of delivering it.
Fitzroy is a North East wholesale, product-design and manufacturing business approaching £10 million turnover. The company had ambitious growth plans and a committed finance team, supported by a fractional CFO.
However, Craig knew the business lacked something important.
Although monthly accounts were being produced, and the CFO was supporting in reviewing the reports in the little time they had available to them each month, confidence in the information behind the report wasn't where it needed to be.
Balance sheet reconciliations had not been completed properly for some time. Cash flow forecasting relied on manual processes. Board reporting looked backwards rather than helping the leadership team look forwards.
"When the numbers aren't right, you start questioning everything."
Craig Anderson
The finance function needed more than technical capability.
It needed leadership.
Restore confidence in the financial information.
Improve forecasting and commercial visibility.
Strengthen finance processes and accountability.
Find someone capable of thinking strategically while remaining hands-on.
Build a leader who would grow with the business.
Above everything else, the appointment had to align with the company's values.
"If there's no values alignment, nothing else matters."
Craig Anderson
Rather than beginning with a job description, Paul Card Recruitment began by understanding the business.
Time was spent with Craig exploring what was working, what wasn't and, most importantly, what the lack of financial confidence was costing the organisation.
Together, the brief evolved beyond qualifications and experience.
The focus became finding someone who could improve the detail whilst contributing strategically around the leadership table.
Using behavioural profiling alongside detailed market knowledge, the role was refined until there was complete clarity on both the technical and behavioural requirements.
"I had lots of ideas in my head. Paul helped turn them into something practical, challenging what was a must-have and what was nice to have. We finished with absolute clarity on what success looked like."
Craig Anderson
Clear expectations were established from the outset.
Technical competence was expected.
Behavioural fit became the differentiator.
Commercial thinking mattered as much as financial expertise.
The successful candidate needed to improve today's finance function while preparing the business for tomorrow.
At the same time, Anita Booty wasn't searching for just another finance role.
After almost 30 years with her previous employer, a challenging few years had left her questioning whether she still enjoyed the profession she had always loved.
When she approached Paul Card Recruitment about another opportunity, the conversation quickly changed direction.
"I think I've got the perfect role for you."
Instead of matching Anita to an advertised vacancy, Paul matched her to a business.
The conversations focused on leadership style, values, culture and ambition as much as technical ability.
"It wasn't just about whether I could do the job. It was about whether I was the right fit for Craig and the business."
Anita Booty
The behavioural profiling reinforced what everyone was beginning to see.
The fit was exceptional.
Interviews progressed quickly, and within a week Anita had accepted the role.
Anita identified the challenges immediately.
Within her first week she recognised that the finance function needed rebuilding from the foundations upwards.
"It was a mess, but it was fixable."
Anita Booty
Rather than introducing wholesale change overnight, she focused on strengthening the fundamentals before building strategic capability.
• Balance sheet reconciliations completed and maintained.
• Daily bank reconciliations embedded.
• Reliable weekly cash flow forecasting introduced.
• Budgeting and forecasting significantly strengthened.
• Finance processes standardised across the department.
• Board reporting expanded to provide greater commercial insight.
Forecasting accuracy also improved dramatically, allowing the leadership team to make decisions with greater confidence.
With confidence restored in the numbers, finance became far more than a reporting function.
Forward-looking forecasting replaced historical reporting.
Commercial analysis became part of board discussions.
A company-wide Growth by Sharing profit scheme was introduced, encouraging employees to think like owners.
Finance evolved into a strategic partner supporting the company's long-term ambitions.
"We're not here just to tell people what happened. We're here to help them understand where the business is going."
Anita Booty
For Craig, the biggest difference wasn't another report.
It was peace of mind.
"I feel much more relaxed about the financials now because I have someone who is over the detail and provides information that I can trust to make business decisions ."
Craig Anderson
Today, Craig spends very little time involved in the day-to-day finance function because he knows it is being led effectively.
Instead of questioning the numbers, leadership discussions now focus on commercial decisions, growth opportunities and the future.
For Fitzroy of London, this wasn't about filling a vacancy.
It was about solving a business problem.
Paul Card Recruitment invested time in understanding the organisation before beginning the search.
Behavioural profiling created confidence in the final decision.
Technical capability was matched with values, leadership style and long-term potential.
The result wasn't simply a successful appointment.
It was a stronger finance function, a more confident leadership team and a business better equipped for future growth.
"The right department leader solves all the other problems."
Craig Anderson
“From my first conversation, I knew this wasn't a typical recruitment process.
Paul understood what I was looking for, understood the business and made sure the role was right for both sides.
It wasn't about filling a vacancy.
It was about finding a place where I could make a genuine difference.
I've got that love for finance back, and every day I know I'm helping move the business forward.”
Defined the Real Business Need - We worked closely with the Managing Director to understand what the finance function needed to deliver commercially, creating a role built around business outcomes rather than simply replacing a position.
Matched Behavior as Well as Technical Ability - Using detailed consultation and behavioral profiling, we identified a finance leader capable of combining strategic thinking with hands-on operational leadership.
Delivered Long-Term Value - The successful appointment restored confidence in financial reporting, strengthened forecasting, improved operational processes and created a finance function capable of supporting the next stage of business growth.
“Recruitment wasn't about finding another accountant.
It was about finding someone we could trust to lead the finance function and strengthen the business.
Paul Card Recruitment took the time to understand what we actually needed before searching the market.
The result has transformed the way we operate.
Today I have complete confidence in the finance team, spend very little time involved in the department and know we have the leadership needed to support our future growth.”
Managing Director
Defined the Real Business Need - We worked closely with the Managing Director to understand what the finance function needed to deliver commercially, creating a role built around business outcomes rather than simply replacing a position.
Matched Behavior as Well as Technical Ability - Using detailed consultation and behavioral profiling, we identified a finance leader capable of combining strategic thinking with hands-on operational leadership.
Delivered Long-Term Value - The successful appointment restored confidence in financial reporting, strengthened forecasting, improved operational processes and created a finance function capable of supporting the next stage of business growth.