Why hiring the right Head of Finance, Director of Finance or CFO is about much more than technical accounting skills
In today’s increasingly complex charity landscape, the Number One Finance role has evolved significantly.
When I started working in finance recruitment more than twelve years ago, the role was largely focused on producing accounts, managing audits and ensuring financial compliance. Today, whether the title is Chief Financial Officer, Director of Finance or Head of Finance, these professionals play a far broader role.
They are key members of the Senior Leadership Team, helping organisations navigate financial uncertainty, drive strategic growth, manage risk and support long-term sustainability.
Yet despite recognising the importance of the position, many charities continue to make the same mistakes when recruiting senior finance talent.
At Charity People, something every member of our team is proud of is the care, honesty and market knowledge we bring to every assignment. We do not take on a role simply for the sake of it. Our focus is always on the long-term impact a candidate will have on an organisation, as well as ensuring our clients receive genuine value from their investment in specialist recruitment.
Here are the seven most common pitfalls, and how to avoid them.
1. Writing the “Perfect Unicorn” Job Description
One of the biggest mistakes I see is organisations creating a wish list rather than a realistic job specification.
The ideal candidate is expected to be:
- A technically strong qualified accountant
- A strategic business partner
- An experienced people leader
- A charity finance expert
- A governance specialist
- A systems implementation expert
- A commercial thinker
- An inspirational leader
While all of these capabilities are valuable, finding someone who excels in every area is rarely realistic.
Instead, focus on the skills and experience that are genuinely essential for success in the role and distinguish them from those that can be developed over time.
Keep an open mind and consider a candidate’s potential. Can they deliver 80% of what you need immediately while developing the remaining 20%?
Ask yourself:
“What do we absolutely need this person to achieve in their first 12 months?”
The answer often creates a much clearer and more attractive brief.
When working with clients, I always ask them to identify the five most important qualities or experiences they want their ideal candidate to possess. It brings clarity and sharpens the search from day one.
2. Underestimating Market Salary Expectations
Many charities operate within tight budget constraints and understandably need to ensure every pound is spent wisely.
However, experienced finance professionals are highly transferable. A strong Finance Director can move between sectors and may be comparing opportunities across private, public and not-for-profit organisations.
When salary levels fall significantly below market expectations, organisations often struggle to attract candidates with the required experience.
The result?
- Smaller candidate pools
- Longer recruitment processes
- Greater reliance on interim solutions
- Repeated recruitment campaigns
While charities may not always be able to compete on salary alone, they can compete through:
- Flexible working arrangements
- Appropriate job titles
- Additional annual leave
- Strong organisational culture
- Learning and development opportunities
- Purpose-driven work
The key is being realistic about what the market expects for the level of responsibility involved.
A recent example
A charity approached a specialist finance recruiter to fill a Director of Finance position with a salary of £60,000.
The recruiter struggled to identify candidates with the required level of expertise. After meeting the CEO, I recommended reframing the role as Head of Finance, which more accurately reflected the scope of responsibility within a £3 million turnover organisation. We also increased the salary to £62,000.
The role was successfully filled within three weeks, resulting in a positive outcome for both client and candidate
3. Focusing Too Heavily on Charity Sector Experience
Many organisations automatically prioritise candidates with direct charity-sector experience.
While sector knowledge can certainly be valuable, it is not always essential.
Some of the strongest finance leaders I have placed came from the commercial sector. What made them stand out was their understanding of the charity world through trustee or treasurer responsibilities.
This gave them exposure to:
- Charity SORP
- Restricted and unrestricted funding
- Grant management
- Governance requirements
- Business partnering within a not-for-profit environment
The most important qualities are often:
- Strategic thinking
- Stakeholder management
- Leadership capability
- Change management experience
- Commercial awareness
- Team development and empowerment
Candidates can learn charity accounting. It is far more difficult to teach strategic leadership, emotional intelligence and organisational influence.
By limiting searches exclusively to charity-sector candidates, organisations may unintentionally exclude exceptional talent.
A recent example
I recently placed a Director of Finance, Operations and Growth with a growing £10 million charity.
Although they came from the commercial sector, they were also a charity Treasurer. Their strategic mindset, commitment to equity, diversity and inclusion, strong business partnering skills and proven leadership experience made them an outstanding appointment.
4. Taking Too Long to Make a Decision
The market for experienced senior finance professionals remains highly competitive.
Unfortunately, many recruitment processes still involve:
- Multiple panel interviews
- Lengthy gaps between stages
- Delayed feedback
- Extended approval processes
Meanwhile, candidates are interviewing elsewhere and receiving offers.
The strongest candidates are rarely available for long.
A process that takes six to eight weeks can result in organisations repeatedly losing preferred candidates to employers who move more decisively.
Candidates often interpret delays as either a lack of interest or organisational uncertainty.
Simply put, speed matters.
I provide weekly updates to all of my clients throughout the recruitment process because transparency and momentum are critical.
A recent example
A leading hospital charity had been unsuccessful in recruiting a permanent Director of Finance.
With their existing Director due to leave at the end of July 2026, the organisation faced a significant risk of knowledge loss and operational disruption.
After meeting with the client, we proposed both a permanent search and an interim solution. Within a week, we had presented two immediately available candidates. An offer was made quickly, allowing the successful interim candidate to start before the departing Director left.
The organisation benefited from a proper handover process and avoided the pressure of rushing a permanent appointment.
5. Forgetting That Recruitment Is a Two-Way Process
Many interview processes focus entirely on assessing candidates.
However, senior finance professionals are evaluating the organisation just as carefully.
They want to understand:
- The charity’s financial position
- Strategic priorities
- Leadership team dynamics
- Board engagement
- Organisational culture
- Future challenges and opportunities
The most successful organisations are transparent about both the opportunities and challenges associated with the role.
Authenticity builds trust and leads to better hiring decisions.
I always remind candidates that recruitment is a two-way process. They need to be confident they can succeed and thrive within the organisation.
Likewise, I make a point of visiting clients whenever possible. Understanding the office environment, culture and atmosphere enables me to provide candidates with a genuine picture of the organisation.
As recruiters, it is also our responsibility to educate clients about current market conditions, helping them make informed decisions throughout the process.
6. Failing to Position the Role as Part of the Senior Leadership Team
The Number One Finance role should never be viewed simply as the person responsible for finance.
Today’s finance leaders expect to influence decisions across the entire organisation.
They want to contribute to:
- Strategic planning
- Organisational growth
- Risk management
- Operational decision-making
- Change and transformation programmes
If a role description focuses solely on transactional finance responsibilities, it is unlikely to attract candidates capable of operating at a strategic level.
Make it clear that the role will have a genuine voice around the leadership table.
That is often one of the biggest attractions for high-performing finance professionals.
Over the years, I have spoken to Finance Directors who were not members of the Senior Leadership Team and had little or no opportunity to engage with the Board.
In my experience, that is rarely sustainable.
Finance leaders need visibility, influence and a seat at the table. Without it, organisations risk losing talented individuals and creating instability within their finance teams.
7. Not Selling the Organisation’s Mission and Impact
Charities possess something many commercial organisations cannot offer:
Purpose.
Yet surprisingly, many organisations spend very little time communicating:
- Their impact
- Their mission
- Their future ambitions
- Their social value
- The difference the role will make
Senior finance professionals are increasingly motivated by purpose alongside career progression.
The best candidates want to know:
“How will my work contribute to meaningful change?”
A compelling mission can often be the deciding factor when candidates are considering multiple opportunities.
I once worked with a Finance Director who took a salary reduction of £55,000 to join a hospice because they felt a genuine connection with the organisation’s mission and wanted to contribute to its future growth and impact.
Never assume candidates already know your story.
Tell it proudly.
Final Thoughts
Recruiting a Number One Finance professional is one of the most important appointments a charity can make.
The right individual will do far more than manage budgets and oversee reporting. They will sit at the heart of strategic decision-making, support the Chief Executive and Board, lead through periods of uncertainty and help ensure the long-term sustainability of the organisation.
The charities that consistently attract top finance talent are those that approach recruitment strategically. They define realistic requirements, offer competitive packages, move decisively and clearly communicate both their mission and their vision.
In a competitive market, the best candidates have choices.
Perhaps the most important question every organisation should ask itself is:
“Would our recruitment process convince us to join our own organisation?”
Written by Angela Chellappah, Finance Recruitment Specialist, supporting charities and not-for-profit organisations across London in attracting, appointing and retaining exceptional finance talent.
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