Six Top Tips : Recruiting a Finance Director in Building Product Manufacturing

Over the past year I’ve managed a high number of financial leadership headhunts within the building product industry.

Along with Commercial Director assignments, these are the positions where I found myself most guiding and questioning clients when taking briefs. The requirement and specification involved from one Finance Director (FD) role to the next is often very different.

The talent pool is varied, in terms of levels of responsibility, focus, and abilities.

Recruiting the right FD into a building product manufacturer is a pivotal decision – one that can (should) shape the financial health, strategic direction, and operational efficiency of the business.

These days, with margins tight, inventory complex, and commercial agility often being a necessity, the FD must be more than a number-cruncher. They need to be a strategic partner, a commercial thinker, and a leader who understands the nuances of manufacturing.

And so, the objective of this article is to help MDs, CEOs, and HR leaders make informed, future-focused decisions. My six top tips are:

1. Strategic Alignment with the MD/CEO Vision

The FD’s role should reflect the strategic ambitions of the MD or CEO. In growth-focused businesses, the FD must be a commercial partner, helping to shape strategy, challenge assumptions, and drive performance.

Conversely, in more stable or compliance-heavy environments, the emphasis may be on governance, reporting, and control.

Understanding this alignment early in the recruitment process is essential. Questioning the MD/CEO to clarify expectations will help define the ideal candidate profile. To illustrate: whether that’s a commercially minded associated with a CIMA qualified FD, or a technically strong ACCA/ACA qualified professional.

2. Manufacturing & Stock Control Experience

In my experience, this is a biggie.

In building product manufacturing, financial leadership must be grounded in operational understanding. The FD should be fluent in cost accounting, stock valuation, and production efficiency; with hands-on experience in ERP systems (more on this later) and CapEx control.

Candidates should be able to demonstrate how they’ve improved gross margin, reduced waste, or optimised working capital through financial insight. Their ability to interpret operational KPIs and collaborate with supply chain and production teams is a key differentiator.

3. Commercial Acumen & Business Partnering

The FD must be a genuine business partner. I’ve already touched on strategic alignment to the MD / CEO, but this should be extended across Sales, Operations, and Supply Chain. Their role is to translate financial data into actionable insight, support pricing strategies, and influence decision-making across the board. Strong FDs question data. Strong FDs take assumptions away and provide objective, example led feedback.

Look for candidates who have worked in cross-functional leadership teams and who can simplify complex financial concepts for non-finance colleagues. Scenario-based interviews can reveal how they’ve supported commercial decisions (think, new markets, products, pricing etc), evaluated customer profitability, or challenged assumptions constructively.

4. Sector Familiarity & Customer Dynamics

I often question why it’s ‘essential’ that a new FD comes from the industry – after all, variety is the spice of life and very much widens board’s experiences and assumptions.

However, sometimes we can’t get away from manufactures who have complex sales cycles, distribution models, and customer expectations. Exposure to these enables the FD to anticipate risks and support strategic decisions.

Candidates with experience in ‘trade’ customer environments, seasonal demand cycles, and project-based revenue models (with the associated long gestation periods and thus cashflow considerations) will be better equipped to manage credit risk, support sales negotiations, and balance commercial flexibility with financial discipline.

5. Leadership & Team Development

The FD’s leadership style is crucial, but often overlooked. This is especially required in mid to larger sized manufacturers where finance teams are lean. Whether inheriting a team or building one from scratch, the FD must be able to structure, mentor, and empower effectively.

If the team cannot capture and analyse key data, how on earth is a board (to include the FD) able to build sound conclusions of current and future strategic advances!

Explore how candidates have developed talent, improved team performance, and created a culture of accountability. Their ability to delegate, coach, and align with company values will influence the long-term success of the finance function.

6. Systems, Data & Digital Capability

Modern finance leadership demands digital ownership. From ERP implementation (this has been huge in our industry over the last few years) to dashboarding and automation, the FD must be comfortable with technology and data.

Ask candidates how they’ve used systems to improve visibility, reduce manual effort, or enhance decision-making. Those who understand the value of clean, timely data (and who can bridge finance and IT) will add significant strategic value.

Recruiting a Finance Director into a building product manufacturer is far more than a technical hire. It’s a strategic investment into the future of the business. The right FD will not only safeguard financial health but actively shape commercial decisions, drive operational efficiency, and partner with the MD and wider leadership team to deliver sustainable growth.

By focusing on these six core factors, businesses can ensure they appoint a finance leader who is both technically sound and commercially impactful.

Ultimately, the most successful Finance Directors in this sector are those who understand the rhythm of manufacturing, the complexity of stock and margin, the nuances of customer relationships, and who can translate financial insight into confident, forward-looking decisions. Getting this hire right can be transformative.

Call me for further guidance or to hold a confidential conversation about your requirement (I love providing advice – it’s what separates us from an all-so-run recruiter!) +44 (0) 1829 732374