2. As we close in on Q4 we are delighted to
have Pure Search produce their annual
Salary Survey, to help Taxation’s readers
understand what is happening in the tax
recruitment market. We are very pleased
to be able to share these insights with you
once again.
Having talked last year about the “greenish tinge”
to the previously brown and barren landscape,
this year there have been more green shoots
than on a carefully prepared England test match
wicket. Companies have, in many cases, reported
higher profits – but there have also been more
profit warnings, mainly affected by adverse
currency movements. It feels like there is still some
turbulence ahead before we reach truly clear skies.
One patch of turbulence will be the Scottish
independence referendum. As I write, the vote is
still a few days away. If Scotland votes yes, a great
deal of work needs to be done in tax to sort out
the implications. But even if it votes no, the powers
already given to Scotland to control elements
of its own taxation are likely to have significant
ramifications in the future.
So, is there still a demand for tax professionals?
Of course there is. And the Pure Salary Survey will
let you know exactly what that demand is in the
sector and level of expertise that is relevant to you.
Mike Truman
Editor of Taxation Magazine
LexisNexis
This is Pure’s 12th Salary Survey of UK
in-house Tax professionals across the
commerce & industry, professional services
and financial services sectors.
With the changing economic climate and
the significant commentary we receive on
compensation, we felt it would be timely and
pertinent to draw together information from our
own network and independent responses to
provide a complete view of the current market.
This survey makes comparisons across all sectors,
from Tax Manager to Head of Tax, providing a fully
comprehensive and up-to-date report of current
levels of remuneration and market trends.
Our intention is to allow tax professionals to
understand how they are positioned and to
equip Heads of Tax with the necessary market
intelligence to retain and attract top talent.
We would like to thank all those who have
contributed to the survey and show our gratitude
to all our clients who remain loyal to Pure and
continue to engage with us during tougher
economic times.
Ewen Burns
Managing Director
Pure Search
Pure was established in 1999 and is the UK’s
leading tax recruitment firm, a market positioning
which reflects the expertise and knowledge
of our consultants. This, in conjunction with
the strength of our network, has enabled us to
partner with the vast majority of the FTSE 100, all
the major banks and the Big4, ensuring they have
access to the best talent for their businesses.
Our consultants are sector focused as well as
specialists in the different tax disciplines, across
both permanent and interim recruitment. This
ensures that every solution provided is bespoke.
With dedicated teams in London, Hong Kong,
Singapore and New York, Pure provides expert
support to overseas multinationals across the UK,
EMEA, Asia-Pac and North America.
3. Market Overview
UK Market summary
Official figures published by the Office for
National Statistics in mid 2014 indicate that the
UK economy has emerged from six years of lost
growth to return to its pre-crisis peak. UK GDP has
been steadily rising over the past 2 years, reflected
in a 3.1% lift in Q1 2014 compared to the same
quarter 12 months before. The UK economy is in
fact now bigger than before the financial crash
and, encouraged by this growth, market sentiment
is largely positive.
Effects on the Tax Market
Businesses are responding to this increased market
confidence by making mid to long term plans, a
shift away from the reactive policies of the financial
crisis. The continued stability should ensure that
not only will it be possible to fully execute these
plans, but also that the predicted profits, monetary
and other, will most likely come to fruition.
Whilst this is the case the current market conditions,
particularly within tax, should not be over
emphasised. The strategic plans implemented by
businesses have brought about a steady increase in
turnover but often to the detriment of the bottom
line, where growth has been relatively benign. The
restructuring and transformation projects have
meant heavy expenditure and therefore, in the short
term at least, profits have not been as healthy as
expected in many cases. This is illustrated by the
high number of profit warnings seen in Q1 and Q2
of 2014, proving that the recovery of the economy
should be approached with caution. However, this
is only in the short term, with the benefits of these
mid to long term plans expected to be felt in the
next 2-3 years.
The intense media scrutiny instigated by the
financial crisis has resulted in the prominence of
reputational risk, the heart of which is tax. Tax
professionals must tread the fine line between
satisfying shareholders and ensuring the ‘fair
share’ of tax is paid. This has prompted a real
push to market total tax contributions, thereby
ensuring a holistic presentation of each company’s
tax payments, rather than solely Corporate
Tax. In line with this, authorities are continually
more unyielding with regard to systems and risk
management where the reform is creating further
burden and workload around reporting and
compliance. Inevitably, legislation around BEPs
and country by country reporting will be used by
authorities as a tool to look into the ‘black box’ of
the corporate world, ensuring the GAAR is being
followed. All of this is anticipated to create further
pressure on the tax community.
Outlook for 2014/15
Economists forecast that the recovery experienced
over the last 12 months will continue throughout
2014/15, with some predicting that by 2020 the UK
could overtake France to become the fifth largest
global economy. With all major industry sectors
displaying growth trends, and an ever declining
unemployment rate, market confidence and thus
investment is expected to increase. The resultant
growth in the UK economy to larger than its
pre-recession size means that the outlook for
2014/15 is positive.
4. Head of Tax
As the tax landscape continues to change and the
business environment adapts to an improving economy,
the last 12 months has seen a further heightening in
the profile around tax. In a matter of years it has risen to
the top of many agendas, be it governments, media or
business leaders and accordingly Heads of Tax have had
to respond to this attention.
Multinational companies are increasingly being
challenged on their tax strategies in this new era of
transparency and accountability. As we see little respite
in the public’s interest on a ‘fair share’ of tax being paid,
companies can no longer merely stick to the letter of the
tax law and ignore other considerations.
The corporate strategy and tax policy being adopted by
a company plays a big part in the Head of Tax’s role and,
in turn, the way in which their team is structured. That
said, the general consensus now is to provide effective
risk management and operational business support
while also presenting commercially viable tax solutions.
Engagement with the Board, stakeholders and external
authorities, including organisations like the OECD and
tax activists, all now play a greater part in the remit which
the Head of Tax has to undertake as they balance the
interests of their shareholders with the risk of controversy.
All of this has brought about several drivers around
recruitment at the Head of Tax level in the last 12 months:
- There have been a number of cases where
established Heads of Tax have expanded their remit
taking on responsibility for areas such as Treasury,
Regulatory Capital and/or Financial Planning.
With this, several have made the move out of tax
altogether, resulting in the need to hire a replacement.
- Corporate activity in the private space has created the
need for first-time Heads of Tax to be brought on to
take them through an IPO and/or manage increasing
demands around corporate governance. We have
also seen a reasonable amount of inbound (to the
UK) activity where the creation of a regional principal
Head Office has resulted in the top-down build out of
tax departments.
- Many businesses in the mid-cap space have
looked at the seniority of their tax lead and in
some cases appointed someone at a more senior
level to add a greater level of strategic input.
These changes have had a bearing on compensation
movement over the last 12 months, where again we have
seen a marked rise in compensation levels for Heads of Tax.
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
FTSE 20 227,586 243,154 128,495 129,992 180 - 340 50 - 120
FTSE 100 152,200 161,798 54,333 57,237 150 - 240 30 - 70
FTSE 250 131,250 144,625 36,667 39,859 120 - 180 20 - 60
Overseas
Multinationals
150,182 154,267 32,460 33,618 130 - 220 20 - 60
Banking 220,548 228,588 107,636 110,288 190 - 380 50 - 120
Financial
Services
166,326 175,231 61,395 78,766 140 - 280 40 - 100
* These figures relate to Heads of Tax with a global remit or substantial regional responsibility. 76% of Heads of Tax received a salary increase with an average of 5.7%
Banking figures relate to Managing Director level and above
As part of a compensation structure, we have seen considerable variance in how much bonus is deferred and whether it is in cash or stock. Car allowance at this level is typically £11,000
There are anomalies outside these bandings where exceptional compensation structures apply
5. Salary Analysis FTSE 100 Head of Tax’s Commentary
on the Market
What do you see as the biggest trends affecting the tax
world over the next few years?
The focus of tax authorities worldwide is changing, and we
are seeing a continuing increase in both the ability of tax
authorities to pursue what they see as underpaid tax and
their appetite for proactively and aggressively seeking to do
so. This in turn brings multiple challenges, with in-house
teams having to gear up to manage both the increased tax
compliance burden this inevitably entails and to grapple
with the increasing and inherent tax risk that will pervade
their activities around the globe.
How is this impacting on your role and the way Heads of
Tax are ensuring that their teams are ‘fit for the future’?
The role of the Head of Tax has changed forever, and
global organisations that fail to grasp this risk significant
and unexpected tax liabilities across the markets in
which they operate. Not for some time has it been head
down, focusing on finding a path through often tortuous
legislation to minimise, often at will, the tax liability faced
by the organisation for which they work. But it is now even
more a fundamental truth that the Head of Tax must step
out of the tax technical environment that they and their
predecessors might have inhabited, and embrace head on
commercial realities, pragmatism and a more contentious
and uncertain world.
Have you seen the perception of tax change within the
commercial environment?
Tax is no longer the preserve of a small group of individuals
largely ignored by the business at large. More and more
organisations are recognising the considerable value
their tax teams bring to the table, if not in pure financial
terms but in the way they protect the organisation from
potentially significant reputational harm.
How have you seen the relationships a Head of Tax has at
Board level change over recent years?
Jolted by continuing media reports into tax avoidance and
by big business not paying its ‘fair share’ of tax, Boards have
at last woken up to the important role the Head of Tax
plays within an organisation, not just in terms of minimising
both the tax liabilities and tax risks faced by the business,
but also in effectively briefing them ready for questions
from the media and investors alike which might otherwise
catch them off guard. Never before has the role of a Head
of Tax been so highly valued by senior management, and
leadership teams are now increasingly questioning whether
they have the right tax leader on board.
Head of Department
Average Base
(£)
Average Bonus
(£)
Investment/
Retail Bank
220,548 107,636
Oil Gas 173,333 66,667
Private Equity 165,717 65,444
Asset/ Fund
Management
167,667 60,754
Insurance
Companies
166,783 57,333
Basic Materials 162,835 60,212
Industrial 161,667 60,352
Consumer Goods 161,333 54,727
Engineering
Construction
157,815 45,770
Consumer Services 155,218 45,227
Travel Leisure 151,908 47,531
Utilities 152,333 45,626
Technology 145,257 46,300
Property 144,213 47,220
Media 144,852 42,019
Pharmaceuticals
Healthcare
142,667 43,167
Telecommunications 140,333 43,502
6. Tax Director
There has been a knock on effect to the Tax
Director through the changes in the role being
carried out by today’s Head of Tax. The headroom
created by Heads of Tax focusing more on strategy
and policy, which is consequently meaning heavier
interaction with fiscal authorities and the Board,
has presented the opportunity for their number
2s to step into the breach. Correspondingly, Tax
Directors are now being relied on more heavily to
take an operational lead on specific areas of tax,
projects and/or territories.
This in turn requires them to partner with the
business to a greater extent than perhaps carried
out in the past. The input at strategic level and
expectation to act as a pseudo Head of Tax for
their area has required the Tax Director to take a
more substantial lead on issues around dispute
resolution, risk management and audit settlement.
We are seeing many of the larger teams across the
FTSE and Fortune going through varying degrees
of change as they “right size” for the future. This is
largely driven by the demands put upon in-house
teams through a changing business environment
and tax agenda, which are quite different to those
dealt with in the past. Tax Directors are taking a
very active role in driving this change through
effective talent management, reskilling of team
and assessing what work is kept in business and/or
service centre.
Unsurprisingly, Heads of Tax are also being tasked
with this, where the onus on talent attraction and
management is taking centre stage in creating a
world class function. The Tax Director is looked
to for succession planning where part of the
“grooming” process is to ensure they are equipped
with the tools, both technical and commercial, and
leadership qualities to do the top job.
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
FTSE 100 140,482 152,335 42,763 44,839 130 - 220 30 - 60
FTSE 250 119,286 122,718 36,429 36,863 90 - 160 20 - 40
Overseas
Multinationals
118,418 120,654 32,198 33,815 90 - 170 20 - 40
Banking 150,151 158,792 61,223 68,750 120 - 190 30 - 80
Financial
Services
136,872 137,249 46,502 52,801 115 - 170 20 - 70
* Car allowance at this level is typically £7,500
There are anomalies outside these bandings where exceptional compensation structures apply
7. The last 12 months has seen a continued rise in demand
at the Senior Manager grade across all areas of the market,
commerce industry, financial and professional services.
As the market improves at the most senior of levels
and newly appointed Heads of Tax start to implement
changes across their leadership team, opportunities
have arisen for those at the senior manager level of the
market. Businesses are now looking more than ever at
their “bench strength” in tax where sourcing top-tier
Senior Managers has been the most effective means of
upskilling and bolstering their in-house capability.
Similarly, as the UK economy emerges from recession
and the stock market pushes higher, companies
have been rushing to the UK to list. The ever
increasing profile of tax combined with the focus on
risk management has generated a host of exciting
opportunities for first time tax hires in-house, with the
Senior Manager level of the market being targeted
as a fantastic talent pool. Those candidates with a
bandwidth of technical experience spanning the
compliance, reporting and tax advisory spectrum have
subsequently found themselves in a strong position.
Asbusinessescontinuetopushtowardsamoresystematic
andrisk-controlledenvironment,candidateswithastrong
taxaccountingbackgroundandahandsonapproachto
theirworkarewellpositionedforthefuture.Asaresultthere
havebeenanumberofseniorcompliancereporting
rolesbeingcreatedtogether,withmorebusinessesleaning
towardsagreaterrelianceontheirbusinessservicecentre.
However,professionalservicesfirmsarepredictingamore
acquisitiveyearahead,andthisforecastedincreaseinMA
activitywillfurtherdrivethedemandforindividualsatthe
SeniorManagergradewithastrongtaxadvisoryskillset.
As competition for top talent continues to increase in
line with the positive growth we have seen so far over
the course of 2014, employers are now, more than
ever, having to dig deep to secure and retain the future
leaders of tomorrow.
Senior Manager Corporate Tax
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
FTSE 100 92,463 93,689 28,763 34,526 75 - 110 25 - 50
FTSE 250 89,242 91,010 21,404 27,052 70 - 100 20 - 40
Overseas 90,318 92,844 16,095 19,750 70 - 110 20 - 50
Banking 96,439 96,784 30,714 35,789 80 - 120 25 - 60
Financial
Services
93,581 95,772 24,753 29,647 75 - 120 25 - 50
* 72% of Senior Managers received a base salary increase with an average of 4.8%
Car allowance at this level is typically £6,500
There are anomalies outside these bandings where exceptional compensation structures apply
Senior Manager Corporate Tax
8. Manager Corporate Tax
Competition for in-house Manager positions has
increased since 2013. Renewed confidence in the
economic environment has led to a steady demand
for individuals at this level. The FTSE 100 firms have
led the hiring for Managers, assessing their talent
pipelines with a view to attracting future leaders
with significant development potential.
The majority of positions have required individuals
with compliance and reporting skills. However,
there has been a notable upturn in the number of
roles with a pure advisory and/or project focus at
the Manager grade. This development provides
another positive indicator as to the health of the
economy and also the quality of work that is being
managed by group tax functions as more of the
reporting work is farmed out to service centres.
As the interest in tax is set to remain high at board
level, it is imperative that tax teams effectively partner
with business, where commerciality and effective
communication skills to a multitude of stakeholders is
the focus. This need has trickled down to the Manager
grade, with interviews evaluating applicants’ ability
to balance commercial and operational business
demands with practical considerations.
Correspondingly, we have seen this level to be the
most transient pool in the market, where there has
been a steady flow of tax professionals moving out of
the profession looking to gain commercial experience
in-house. Along with this, for those who have already
transitioned in-house there has been greater appetite
to look laterally and explore positions at a similar level
where the path for promotion is clearer.
Wage inflation has been moderate however at this
level companies have demonstrated a willingness
to go outside their pay bandings to secure the
highest calibre candidates.
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
FTSE 100 66,321 67,647 12,638 14,052 60 - 75 10 - 30
FTSE 250 64,868 66,165 12,641 13,601 60 - 72 5 - 10
Overseas
Multinationals
63,681 64,955 11,216 12,560 55 - 75 5 - 25
Banking 74,528 76,019 12,854 12,985 58 - 80 10 - 30
Financial
Services
68,436 69,805 11,159 12,091 55 - 80 10 - 40
* Managers received the lowest average base increase with c28% not receiving an increase at all.
There are anomalies outside these bandings where exceptional compensation structures apply
9. There has been continued demand for Human Capital
tax professionals throughout 2014 so far. This has been
driven by numerous factors including unprecedented
changes in the way Directors’ remuneration is
formulated and disclosed, global mobility playing a key
role in talent management and UK businesses facing
increasing employment costs due to higher income
tax and NI. As a result, Human Capital issues are very
much still a key concern and this has led to increased
workloads for both advisors within the profession as
well as in-house tax and HR functions.
Audit rotation has created lucrative business
opportunities especially for the larger accountancy
firms, meaning that competition remains between them
to attract talent. There is a general skill shortage for
expatriate tax, employment tax and reward professionals
but it is also the challenges surrounding retention of
employees that has come under scrutiny.
In response, firms have looked to fully utilise their
own global mobility functions, training and employee
engagement models. Diversity and inclusiveness also
continues to be high on the agenda. Early indication is
that the buoyant market can only have a positive effect
on salaries, bonuses and promotions.
Opportunities for in-house tax professionals
have been predominately within the oil gas and
financial services sectors at the Assistant Manager/
Manager level. There have been more in-house
tax professionals looking to move back into the
profession with variety, structured career progression
and financial reward cited as the key drivers.
With most organisations viewing their employees as their
main asset, how employees are retained, motivated and
engaged to align with business strategy and shareholder
goals is paramount and will no doubt continue to fuel
growth within the Human Capital market.
Human Capital
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
Head of
Human Capital
115,490 145,260 19,320 31,957 140+ 20+
Director 102,782 108,902 12,435 28,080 90 - 140 5 - 30
Senior
Manager
81,250 99,876 9,430 11,986 72 - 105 5 - 15
Manager 63,274 65,455 7,364 5,280 53 - 68 0 - 10
Assistant
Manager
50,738 51,340 2,915 4,107 35 - 55 0 - 10
* 74% of Human Capital respondents received an increase in either salary or total compensation with an average of 5.4%
There are anomalies outside these bandings where exceptional compensation structures apply
Human Capital
10. Transfer Pricing
Transfer Pricing has remained prevalent in 2014, a
continuation of the trend set in 2013 which has seen
an unprecedented amount of public discussions
on methods used by multinationals to reduce their
tax charge. Consequently HMRC have secured
an additional £4.1 billion of revenue since 2008
through challenging Transfer Pricing arrangements.
Furthermore, the OECD’s base erosion and profit
shifting (BEPS) project, commissioned by the G20, has
now taken centre stage in global Transfer Pricing. With
a final deadline set for September 2015, nothing has
been decided. Hence, a hotly debated topic amongst
Heads of Tax and Advisors surrounds how to “future
proof”, or forward plan in line with how the final
guidelines will impact their business and tax structures.
As a result of this, Supply Chain and Transfer Pricing
issues are a prominent focus within businesses which
has led to many multinationals, particularly within the
FTSE 100, embedding their Transfer Pricing capability
within their international tax functions to increase visibility.
Candidates with a hybrid of International Tax and Transfer
Pricing skills are therefore highly sought after. There has
also been an increase in demand from US multinationals
for senior Transfer Pricing professionals to locally take
a lead on advance pricing agreement and audits. All
of this has led to the profession looking to increase
their advisory capability around Transfer Pricing at all
levels both for demands from clients now and for the
upcoming impact from BEPS.
As more International Tax professionals turn their
focus to operational business issues and in turn gain
more Transfer Pricing experience, it is anticipated that
the talent pool in this area will increase over coming
years. However, as it stands the demand in-house
and within the accountancy firms currently outstrips
the supply of candidates available at all levels.
Correspondingly we are seeing a premium being paid
for specialist knowledge in this area.
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
Head of
Transfer Pricing
125,237 131,573 24,537 27,736 110 - 150 15 - 40
Director 107,113 111,376 18,171 22,647 90 - 115 10 - 25
Senior Manager 87,120 88,482 15,997 18,475 70 - 90 10 - 20
Manager 69,159 69,175 13,871 14,678 55 - 70 10 - 15
* There are anomalies outside these bandings where exceptional compensation structures apply
11. As one of largest contributors to organisational
cash flow, and with tax authorities adopting a more
aggressive stance, Indirect Tax remains a high priority
for multinationals and smaller enterprises alike. As a
result, role creation has remained strong throughout
2014, with continued investment in Indirect Tax
specialists a key focus. The weight of these roles
has shifted towards operational advisory projects,
with an emphasis on compliance streamlining and
tax systems implementation a top priority for many
Indirect Tax functions.
The biggest barrier to Indirect Tax recruitment has
been the relative lack of trained talent available on the
market. Driven by buoyant job creation, both through
the expansion of in-house and practice teams, hiring
managers are limited by the talent available.
This effect is most evident in the already narrow
Assistant Manager and Manager talent pool. The
sustained demand for VAT specialists has led to
continued increases in remuneration, with aggressive
counter-offering becoming more common place.
As we enter the latter half of the year, scrutiny
of Indirect Taxes will remain high and, with it,
the impetus to hire. Upcoming changes to place
of supply rules in 2015 across the EU will drive
continued demand. We expect the number of
temporary and contract roles to increase significantly
over this period, particularly as organisations struggle
with the increased compliance workload from the
change in legislation.
Indirect Taxes
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
Head of
Indirect Tax
115,326 118,234 26,771 29,452 100 - 175 15 - 40
Director 111,374 112,850 22,347 24,112 90 - 120 15 - 30
Senior
Manager
82,234 84,312 13,100 13,852 70 - 110 12- 20
Manager 63,743 64,954 8,321 8,642 58 - 80 10 - 15
* There are anomalies outside these bandings where exceptional compensation structures apply
12. Professional Services Corporate Tax
Demand from the advisory firms picked up significantly
over Q3 and Q4 of 2013, driven by an improved
economy, substantial legislative change and a reduction
in recruitment during the years of the financial crisis.
This year has seen the hiring plans announced at the tail
end of 2013 by numerous firms (driven by the Big4) well
under way with the natural movement to transition in-
house on the increase. Equally prominent is the trend to
move between each Big4 and mid-tier firms. This latter
change is due to a multitude of factors, most notably,
a shortage of key skill sets which has seen direct
competitors offer a premium for certain profiles, the
opportunity to gain a promotion through moving within
the sector and the opportunity to transfer technically or
change client focus.
To date growth areas and therefore skills that are
business critical for firms include Tax Technology,
International Tax Structuring, MA, Operational Taxes,
Fund Structuring, Tax Litigation and Tax Controversy.
All of the above has helped the bottom line salaries
for tax professionals within the profession move in
an upward trajectory, meaning that the professional
service firms offer a compelling alternative to tax
professionals considering the in-house market.
The profession is adapting to this change at
different rates and, importantly, the reasons for
leaving many have given in previous years are
certainly being mitigated. The advisory market is
at the forefront of helping the UK economy adapt
to intense legislative pressure, of assisting start-
up companies to create and develop strategies
in a growth market, advise businesses on Tax risk
mitigation and help on numerous acquisitions
and mergers occurring during 2014. The technical
work now on offer, allied with excellent training
and development programmes within this market,
has allowed it to turn the corner and attract the
brightest and commercially minded individuals
who see the opportunity to capitalise on the
growth within the market.
Salary Analysis
Average Base (£) Average Bonus (£) 2014 Range
2013 2014 2013 2014 Base (k) Bonus (%)
Director 122,826 140,603 19,360 28,152 120 - 180 0 - 20
Senior Manager 82,167 90,470 8,305 13,546 72 - 110 0 - 15
Manager 60,392 65,422 3,080 5,854 54 - 70 0 - 15
Assistant
Manager
44,023 46,151 893 2,781 43 - 54 0 - 10
* Average total comp at Partner level typically ranges from £300k- £1.5m
There are anomalies outside these bandings where exceptional compensation structures apply
13. In the past 12 months Pure has successfully recruited over 120 interim tax roles in 90 different companies.
This represents a 30% increase in the number of roles registered this year compared to last year. Companies are
running a quick and efficient hiring process to recruit the best talent in the interim market. 65% of temporary and
contract roles have a duration of over 6 months and 40% have converted from a temporary to permanent hire.
The calibre of candidates available on the interim market
is high and clients’ expectations have risen accordingly.
Fundamentally, the type of professional sought for in-house
teams is changing. To ensure they are in demand, tax
professionals must possess a wide range of skills and a
holistic commercial understanding, for example the ability
to communicate complex issues clearly across the business,
from board members to overseas functions. There has
been a notable increase in the number of high level project
roles since the start of 2014, focused on areas such as
International tax, Transfer Pricing, process improvement and
transformation. Candidates typically sought after are those
whohavecomefromleadershiprolesintheBig4orin-house.
The calibre of candidates available for these projects has in
turn driven the use of an interim over a secondee option,
which offers a more cost effective solution alongside an
impartial consultant with commercial experience.
Approximate cost comparison
Interim Vs Secondee
6000
5000
4000
3000
2000
1000
0
costperweek(£)
Weekly charge rates
* Figures based on a survey of FTSE 100/250 businesses in 2014
Mid Level Senior Level
Flexibility Work/ life
balanace
Variety of work
73% 49% 33%
Flexibility
73% of our respondents cited flexibility as one of the main
motivations to work as an interim.
Better work/ life balance
49% of our respondents cited better work/ life balance
as one of the main motivations to work as an interim.
Variety of work
33% of our respondents cited variety of work as one
of the main motivations to work as an interim.
Interim
Secondee
Key Findings
Top motivations for working as an interim
Client Motivation for hiring
16% Extra workload
25% Maternity cover
34% Project work
14% To cover whilst the permanent
hire process take place
11% Seasonal demand
Interim
14. Senior Management Team
Chris Nelson Joint CEO
Chris established Pure Recruitment Group in 1999 and has a leading reputation in tax recruitment.
He has been responsible for some of the highest profile and most senior moves in the last decade.
Specifically Chris handles partner and team moves in the profession and director level assignments in
commerce and banking.
+44 207 429 4474 | chrisnelson@puresearch.com
Charles Ferguson Joint CEO
Charles established Pure Recruitment Group in 1999. He specialises in recruiting senior level tax
professionals across the banking, practice and commercial sectors. Charles has 18 years’ experience
undertaking executive search and selection assignments at partner, director and senior management
levels.
+44 20 7429 4443 | charlesferguson@puresearch.com
Ewen Burns UK International Tax
Ewen focuses on recruiting at the senior level across all sectors of the tax market. Since joining in
2002, he has built strong relationships with an extensive number of FTSE-listed, financial services and
overseas organisations. Ewen joined Pure as a qualified tax adviser gained from four years at KPMG.
+44 20 7429 4468 | ewenburns@puresearch.com
Dalia Jennings Interim Tax
Dalia joined Pure in 2004 and heads up the Interim Tax team, recruiting primarily at Senior Manager
and Head of Tax level across commerce and industry and financial services.
+44 20 7429 4426 | daliajennings@puresearch.com
Marisa Hari EMEA Tax
Marisa joined Pure in 2005 and following six years in the UK market, established and leads our EMEA
team. Marisa delivers on assignments across the region, with a particular focus on senior Transfer
Pricing Indirect positions.
+44 20 7429 4421 | marisahari@puresearch.com
Lorna Myles Interim Tax
Lorna specialises in the placement of Corporate Tax professionals within the oil gas, FMCG, retail
and real estate sectors on a temporary and contract basis.
+44 20 7429 4464 | lornamyles@puresearch.com
Una Ward Professional Services Tax
Una specialises in the placement of tax specialists, at all levels, into the professional services market. She
has over 7 years’ finance recruitment experience and prior to joining Pure, Una specialised in placing fully
qualified accountants into back and middle office roles across financial services.
+44 20 7429 4415 | unaward@puresearch.com
15. “By taking the time to
understand the role and
business priorities, Pure were
able to put forward a number
of great candidates and
ensure we were able to get
the right individual quickly and
efficiently. In particular their
calm, intelligent approach
eased the recruitment
process tremendously.”
Head of Tax, Travelex
“It was a pleasure working with Pure on a
recent search for a Senior Tax Manager. Pure’s
understanding of the skill sets (both technical and
non-technical) that were required for the role
enabled them to vet candidates effectively prior to
presenting them to me. As a result, I was able to
focus my time and energy on a short-list of only
well-qualified candidates.”
Tax Director, Smiths Group Plc
“Pure delivered an excellent service to us. They
got the person we wanted, when we wanted
them, at the right rate. Pure were proactive,
without being aggressive and I wouldn’t hesitate
to use them again.”
EMEA Tax Director, BHP Billiton
“Pure has been instrumental in assisting us to build
our European Tax department. Their strength is in
listening to the requirements and characteristics
and they execute on them using what appears to
be an exceptionally good network. In delivering
the key requirements they communicate very
well and on a timely basis.”
European Tax Director, AIG
“Pure has unique insights into
the tax market which makes
working with them both
interesting and effective.
As a result, we have been
pleased with our projects
with Pure and look forward to
continuing to work with them
in the future.”
Tax Director, Barclays
Testimonials
