What actually changes when leadership changes
When leadership changes, the entire philosophy of the business shifts, with real consequences for how finance operates: centralised versus decentralised reporting, risk appetite, capital expenditure approval processes, performance expectations, headcount decisions, and how the CFO engages with the executive team.[1]
None of that appears in a position description, which is why leadership searches go wrong in ways that only surface months later. Two candidates can both be capable and still take your finance function in opposite directions. Decide which direction you want before you start meeting people.
The thing that separates two equal candidates
I was recruiting a role where the final two candidates, both highly capable and technically sound, had to present to the leadership team. One presented the figures clearly. The other gave context, anticipated the conversation, and came prepared with recommendations.[2] That is the whole difference, and it is visible in about ten minutes if you design the process to show it.
The same distinction runs through the levels. A senior accountant looks for direction and executes well when asked. A head of finance pulls founders into meetings, explains implications before decisions, makes unsolicited recommendations and educates the founder on what the numbers mean.[3] Interview for the second behaviour, not the first.
| What you see in interview | What it tells you | |
|---|---|---|
| Presents the figures clearly | Technically sound, reports what happened | A capable operator. The right hire when the function needs running rather than reshaping. |
| Gives context and recommendations | Anticipates the conversation before it happens | A leader. Comes prepared with a view, which is what you are actually paying the premium for. |
I set out that behavioural gap in more detail, and why it is what the salary band is really paying for here.
Reaching people who are not looking
The strongest finance leaders are employed and performing. The most effective way to reach them is to partner with a single chosen recruiter on an exclusive or retained basis, which creates real internal commitment.[4] That means greater time investment in resourcing, potentially multiple consultants on the search, and more elaborate sourcing from the passive market.[5]
The market is unusually reachable right now. 52% of finance professionals across Australia said they would walk away from their current role today regardless of what their employer offered to keep them.[6] Counter-offers are less of an obstacle than founders assume.
I set out how retained search is structured and paid, and when the exclusivity is worth it here.
Do not compromise, but do cover the seat
The market has settled on a clear standard: 98% of hiring managers say they will not compromise on experience for a senior finance role even if it takes six months.[7] Holding that line means something has to keep the function running, which is why 48% use interim or fractional cover while the permanent search continues.[8]
I set out how interim cover works alongside a permanent search here.
Common questions
What changes when you hire a new finance leader?
More than the org chart. When leadership changes the entire philosophy of the business shifts, with real consequences for how finance operates: centralised versus decentralised reporting, risk appetite, capital expenditure approval processes, performance expectations, headcount decisions, and how the CFO engages with the executive team. None of that appears in a position description, which is why the consequences surface months later.
How do you choose between two technically equal candidates?
Watch how they handle a presentation. In one search the final two candidates were both highly capable and technically sound. One presented the figures clearly; the other gave context, anticipated the conversation and came prepared with recommendations. That is the difference between someone who runs a function and someone who leads it, and a well-designed process surfaces it quickly.
How do you reach finance leaders who are not job hunting?
Through an exclusive or retained partnership with a single recruiter, which creates the internal commitment that justifies passive-market work: more time in resourcing, potentially multiple consultants, and more elaborate sourcing. The market is also unusually reachable, with 52% of Australian finance professionals saying they would leave their current role today regardless of a counter-offer.
How long should a finance leadership search take?
Months, and the market has accepted that. 98% of hiring managers say they will not compromise on experience for a senior finance role even if it takes six months to hire. Holding that standard means covering the seat while you search, which is why 48% of businesses use interim or fractional cover during a permanent search.
References
- Tom Hunter: when leadership changes, the entire philosophy of the business shifts, affecting centralised vs decentralised reporting, risk appetite, Capex approval processes, performance expectations, headcount decisions and the CFO's engagement with the executive team.
- Story Recruitment search example: two final candidates, both highly capable and technically sound, presented to the leadership team; one presented figures clearly, the other gave context, anticipated the conversation and came prepared with recommendations.
- Tom Hunter on the Senior Accountant versus Head of Finance distinction: the latter proactively pulls founders into meetings, explains implications before decisions, and makes unsolicited recommendations.
- Tom Hunter: the most effective method to ensure dedicated recruitment effort is to partner with a single, chosen recruiter on an exclusive or retained basis.
- Story Recruitment guidance: an exclusive or retained recruiter ensures greater time investment in resourcing, potential allocation of multiple consultants, and more elaborate sourcing from the passive market.
- Story Recruitment research: 52% of finance professionals across Australia indicated they would walk away from their current role today, regardless of what their employer offered.
- Story Recruitment Q2 2026 State of the Market: 98% of hiring managers would not compromise on experience for a senior finance role, even if it takes six months to hire.
- Story Recruitment Q2 2026 State of the Market survey: 48% use interim or fractional cover during permanent searches.