Welcome to The Growth & Finance Podcast, where we explore how smart financial leadership drives business success. I’m Adrian Lawrence, and today we’re tackling a question every growing company faces: When’s the right time to hire a Finance Director or CFO?

We’ll explore what these roles actually do, when you should bring one in, and how FD Capital helps you find the perfect fit — full-time, part-time, or fractional.

Segment 1: Why financial leadership matters
When businesses start out, founders often juggle everything — from operations to finances. But as growth accelerates, financial complexity increases: cashflow gets tighter, forecasts become essential, investors ask tougher questions, and strategic clarity is harder to maintain.

That’s where senior financial leadership makes the difference. A skilled Finance Director or CFO doesn’t just manage numbers — they help you plan, predict, and grow with confidence. They translate financial data into actionable insight and help you make smarter decisions about investment, expansion, and risk.

If you’ve hit a growth ceiling, have unpredictable cashflow, or need to prepare for funding or acquisition, it might be time to bring in an FD or CFO.

Segment 2: FD vs CFO — what’s the difference?
An FD (Finance Director) is hands-on: improving reporting, managing cashflow, setting up systems, and turning figures into clear business intelligence.
A CFO (Chief Financial Officer) takes a broader view: shaping financial strategy, raising capital, managing investors, and steering long-term growth.

Both are strategic partners who free up the CEO to focus on vision while ensuring the business runs on solid financial ground.

Segment 3: Timing and flexibility
Here’s the good news — hiring a top-level finance professional doesn’t have to mean a full-time salary. FD Capital specialises in flexible solutions: fractional, part-time, or interim FDs and CFOs. That means you can access senior expertise exactly when and how you need it.

For many growing SMEs, this approach is ideal. You get high-calibre financial insight without the full overhead. And as you scale, that role can grow with you.

Common signs it’s time to act:

• You’ve outgrown what your accountant can provide.
• Your forecasts are outdated or non-existent.
• You’re preparing for investment, sale, or expansion.
• You need greater financial control and visibility.

If any of these sound familiar, you’re not alone — and you’re at the perfect stage to benefit from FD Capital’s expertise.

Segment 4: Why FD Capital?
FD Capital focuses exclusively on FD and CFO recruitment across the UK. Their team includes former finance leaders who truly understand the role’s impact.

They don’t just fill vacancies — they match skills, personality, and sector experience to your business culture and stage of growth. Whether you need remote, hybrid, or on-site support, FD Capital tailors each hire.

Their clients span industries from tech and e-commerce to manufacturing and private equity, all united by one goal: stronger, smarter financial leadership.

Working with specialists like FD Capital means you’re not just hiring a finance professional — you’re gaining a trusted strategic partner to help drive performance, profitability, and value creation.

Segment 5: Take the next step
If you’re ready to elevate your financial strategy, start with a free, no-obligation consultation at fdcapital.co.uk/hire-an-fd-or-cfo

Host: Welcome to Finance Leadership Unlocked, the podcast where we explore how businesses can build smarter, scalable, agile finance teams without overcommitting. I’m your host, Adrian Lawrence, and today we’re diving into a topic that more and more companies are embracing — hiring fixed-term, interim, or fractional FDs and CFOs. We’ll talk through when this makes sense, how to make it work, and why FD Capital is uniquely positioned to help you get it done right.

1. The Problem: Full-Time CFOs Aren’t Always the Best Fit (4 minutes)

• Many businesses assume that growth or complexity immediately requires a full-time CFO or Finance Director — but that isn’t always true.
• A full-time hire brings high salary, benefits, recruitment risk, and may not be fully loaded with work from day one.
• In transitional periods — fundraising, acquisition, restructuring, turnaround, project work — you may need strategic financial leadership, but only for a defined term.
• Additionally, smaller or scaling firms may want top-tier financial expertise but can’t yet justify a full-time C-suite budget.

So the question is: how can you get top financial leadership for exactly as long as you need it — without overcommitment?

2. The Solution: Fixed-Term / Interim / Fractional FDs & CFOs (5 minutes)

• Fixed-term / interim / fractional executives offer a bridge: you get senior leadership for a defined period, or part-time, tailored to your business demands.
• They can step into gaps (e.g. a CFO leaves, you’re pursuing a capital raise, or leading an M&A), or operate as long-term but part-time partners.
• These roles come with the right balance of cost efficiency, flexibility, and high impact.
• Because the deliverables are clearly scoped, accountability is higher, and ROI tends to be more measurable.

From FD Capital’s perspective, these are not niche roles — they are core to how we match leadership to need. FD Capital recruits for full-time, part-time, portfolio, and interim CFO/FD roles.

3. Use Cases & Success Stories (4 minutes)

Let’s walk through a few situations where fixed-term FDs / CFOs add value:

• Fundraising & Equity / Debt Structuring
  Suppose your business is preparing a funding round. You need someone who knows how to articulate your story financially, model scenarios, manage investor due diligence — but that work is intense for a few months rather than ongoing. A fixed-term CFO from a pool with private equity experience (which FD Capital often works with) becomes ideal.
  
  
• During Transitions or Leadership Gaps
  Your CFO resigns, or your Finance Director is off long-term. Having an interim or fixed-term replacement ensures continuity — without rushing a permanent hire.
• Transformation Projects
  Mergers, acquisitions, systems implementation, restructuring, cost optimization — all of these often need strategic financial leadership for a period. A contract FP&A overhaul, for example, can be led by a capable FD or CFO for 6–12 months.
• Scaling SMEs / Startups
  Many smaller businesses can’t afford a full-time CFO, but as they scale, they need guidance on governance, forecasting, KPI frameworks, and risk.

Visit our website to find out more

Fixed Term FDs https://www.fdcapital.co.uk/fixed-term-contract-finance-director/

Fixed Term CFOs https://www.fdcapital.co.uk/fixed-term-contract-cfos/

Welcome to Boardroom Resilience, the podcast where we unpack leadership roles that guide organizations through their toughest moments. I’m your host, Adrian Lawrence. Today, we’re diving into a specialized boardroom role—the Crisis Management Non-Executive Director—and how they help steer firms through turbulent waters.

Host:
A Crisis Management NED is a Non-Executive Director brought onboard specifically to help organizations manage, respond to, and recover from crises. They’re not temporary staff, but rather independent, experienced voices guiding strategic response, governance, and communication when it matters most. Their role spans from early recognition of threats through to stabilization and resilience-building

Host:
During a crisis, a Crisis Management NED steps into multiple critical functions:

• Independent Oversight & Governance
  They ensure there’s a robust crisis framework in place, reviewing and advising on policies, governance lines, and accountability before, during, and after the crisis
  
  
• Strategic Guidance
  They help the executive team calibrate urgent decisions with long-term objectives—avoiding reactive pitfalls and aligning actions with organizational purpose
  
  
• Stakeholder Communication
  These NEDs help shape and oversee communication to shareholders, employees, customers, media, and regulators—ensuring clarity and trust throughout the crisis
  
  
• Skills Required
  They must excel in risk assessment, quick decision-making under pressure, emotional intelligence, and persuasive communication
  
  
• Preparation & Resilience Building
  A top-tier Crisis NED helps build resilience through planning, training exercises, simulations, and championing continuous improvement post-crisis

Host:
So, why does this role matter so much?

First, crises are increasingly common—whether financial shocks, cyber breaches, or reputational hits. NEDs with a crisis focus bring perspective, calm, and structure just when organizations may be overwhelmed.

Financial institutions are especially vulnerable. Events like the collapses of Silicon Valley Bank and Credit Suisse highlighted how fragile risk frameworks can be—and how boards with NED oversight can help prevent—or at least mitigate—such failures

Moreover, effective crisis management isn't just reactive—it can protect shareholder value. Studies show that companies that manage crises well can rebound with better-than-expected outcomes, while others suffer lasting value damage

Lastly, a Crisis Management NED helps ensure that decisions remain aligned with ethics, compliance, and long-term vision—not just short-term survival

Visit our sister website at https://www.nedcapital.co.uk/crisis-management-non-executive-director/

Host:
What makes an organization ready for Crisis NED engagement?

• Crisis Preparedness Plans: With NED input, firms should have clear crisis protocols, roles, and response scenarios in place.
• Simulations and Training: Regular “war games” or dry runs test preparedness—and build board and executive muscle memory
  
  
• Continuous Learning Culture: Post-crisis reviews—and updates to policy—ensure the organization improves rather than repeats mistakes
  
  
• Guarding Governance: The Crisis NED ensures decisions, even under pressure, are measured, accountable, and well-governed—especially when scrutiny is high

Host:
In a world where volatility is the norm, a Crisis Management Non-Executive Director is more than a boardroom role—they’re a safeguard, a strategist, and a steward of stakeholder trust.