I subsequently worked across various roles in the third and public sector, including one with a major Trust that funds biomedical research. This was a really exciting place to be, particularly as the director was on the Sage committee and the team itself was actively involved in the Covid-19 response by facilitating grants. After taking a break I took time to consider my next step and decided to take a different direction of contract-based roles.

How have you found the difference between contract work and permanent roles? 

I’m enjoying the variety that contract work brings and the opportunities for exposure to different organisations. However, permanent experience is crucial. Having the ACA qualification and several years of experience under my belt has opened the door for all sorts of roles and given me the confidence needed to take on new roles. 

I’m also a big advocate for hybrid working practices. I feel fresher from the mix of home and office work, and I am not tied down to specific locations, enabling me to take on contracts all over the country and even the world. 

That being said, a more permanent position does give you more time to develop and hone specific skills and, as I am eager to expand my skillset, if I find a role that I really like, I won’t be against turning it into a more permanent position.  

So far, I have chosen my contracts based on the skills I’d most like to develop. For example, at one point I wanted more experience using cloud-based software and in my current role I have the opportunity to manage a team of four - something I hadn’t done for several years. As I have no prior retail experience, the role I am in right now very much ticks a couple of boxes for me.  

I do feel that when you come into a contract role you are often expected to hit the ground running. Moreover, employers often place a lot of importance on the cultural fit of their candidates. I think my enthusiasm and willingness to bring in an outside perspective matched the ethos of the organisation and tipped the scales in my favour, perhaps more so than having the exact accounting experience the role required (in this case, retail). 

What are the key skills that you feel are needed for financial roles? 

A lot of the work isn’t as technical as one might expect. Of course, you need a base level of knowledge gained from exams and practice but armed with this you should be able to take on most roles.  

I think finance teams sometimes have a reputation for being very focused on the numbers. However, I think the most beneficial skill that you can offer is your attitude; showing enthusiasm for the work and focusing on cultivating positive relationships in the business first and foremost. Once you have built that rapport it makes it easier to progress to more complicated financial questions.  

Planning and project coordination is an integral part of many financial positions. In my current role, I have been tasked with delivering the budget which involves substantial amounts of data, and I spent my first week planning out the next three months day by day, mapping out who needs to do what and by when. Once that has been done, my job is to check these assumptions with various stakeholders. So, I have almost taken on a project management role equipped with the ability to interpret financial terminology.  

What advice would you give individuals who are starting out in finance or accounting?

I think it’s important to understand the level of commitment that is needed to qualify. If you’re not from a financial background like me (I studied English at University and hadn’t had much need for Maths since GCSE), I think it can be a bit of a shock to the system. I had taken exams before, but accounting qualifications require a different level of focus. Providing you are prepared, have weighed up the exams against the end result and that you keep the end goal in mind, then you can justify a few years of focus for the long-term gain.  

What are you finding challenging or enjoyable at the moment? 

One thing which I’ve discovered on a personal level is that I prefer working within a smaller organisation. It often gives you greater autonomy over your work and allows you to make a direct impact on improving processes. Changes are also usually implemented more efficiently as they do not need to be passed up and down long chains of command for approval. 

A smaller organisation allows for clearer oversight overall operations and provides you with a holistic view of the business and how processes intersect, which I find really satisfying. 

However, large organisations have the advantage of being full of professionals brimming with ideas and brains to pick. Whatever question you have, someone will likely be on hand to help.