A great Finance Systems Manager doesn’t need to fit one mould. They might not be technologists, accountants, or traditional change leaders. Some have never written a line of code; others have no formal finance qualification.
Yet, standout Finance Systems Managers (FSMs) share one defining ability — to turn complexity into clarity. They align systems with business needs, anticipate change before it happens, and ensure finance technology truly drives value.
In this article, we outline what separates top-tier FSMs from the rest — from non-negotiable capabilities and hiring pitfalls to interview techniques and the evolving expectations of this pivotal role.
Key takeaways
- Great FSMs bridge finance, technology, and operations
- Full life-cycle implementation experience is highly valuable
- Dual fluency in accounting and systems is essential
- Many hiring challenges stem from outdated role definitions
- Strong candidates show measurable transformation impact
The non-negotiables
Although strong Finance Systems Managers come from a range of professional backgrounds, ideal candidates share a core set of capabilities that consistently set them apart.
The most successful FSMs have managed financial systems from inception through to post-implementation optimisation. These individuals can adeptly manage systems but also continuously adapt and improve them.
“Seeing a finance software solution in full life-cycle from pre-selection through to post go live support and optimisation is key, and this kind of experience really stands out,” says David Hammel, UK Managing Director at SystemsAccountants.
Owning the finance systems roadmap, and acting as internal consultants to finance leadership, is also a sign of a strong candidate
These individuals have been genuine Subject Matter Experts, understanding best practices across reporting, processes, data integrity, and user adoption.
Another essential trait is a hybrid skill set that crosses accounting and technology, David notes.
“FSMs might have previously sat in both finance and technology functions,” David says. “So, they understand both sides of the coin and find a common universal language.”
This dual fluency allows FSMs to translate strategic business requirements into systems solutions.
FSMs must grasp compliance alignment and its broader implications across control frameworks, audit readiness, and risk reporting. Regulatory environments often provide this experience, as the role increasingly involves data governance in finance.
One practical tip when evaluating prospects is to ask for examples where they’ve acted as the “bridge” between departments; finance and IT, or finance and operations. Pay attention to how they describe compromise, stakeholder engagement, and business value.
Common hiring pitfalls
1. Hiring based on outdated definitions
A frequent mistake is hiring based on the outgoing manager’s profile rather than reassessing the evolving needs of the role. Replicating the previous FSM may overlook critical skills now required — such as automation, integration, or analytics maturity.
“No two candidates have the same skillset, and often the incumbent FSM’s role has evolved since they first started,” David says.
2. Treating recruitment as transactional
Finance Systems Manager recruitment should never be treated as a standard HR exercise. Because the role sits at the intersection of finance and technology, collaboration with market specialists can help clarify priorities and streamline the process.
“Taking a more strategic approach should streamline the process and help manage the hiring manager’s expectation as they hunt for a gold standard FSM,” says David.
3. Allowing internal bias
Finance and IT leaders often over-index on the credentials most familiar to them. As a result, candidates are sometimes filtered out for not matching one discipline’s comfort zone.
“The FSM typically has to impress both Finance and IT hiring managers at interview,” says David. “The danger is a Finance Director over-emphasising accounting knowledge, or an IT Director qualifying technical ability but overlooking finance and process skills.”
4. Creating a role without a benchmark
Many FSM roles are created after major ERP or EPM transformations, meaning the business has no internal benchmark to guide hiring.
“A significant number of FSM roles are new, so the business has no internal benchmark,” David explains. “The result is often a role that’s loosely defined, overly broad, or skewed toward whoever scoped it.”
To avoid this, interviews should test three key dimensions — business acumen, systems depth, and influence — ideally with input from cross-functional stakeholders such as FP&A or Data teams.
Standout technical skills
ERP or EPM expertise remains essential, particularly in cloud solutions like Oracle, Workday, Microsoft, Netsuite or SAP. Candidates are increasingly valued for the range of systems they’ve worked with.
“FSMs who have a blend of ERP, EPM, analytics, and automation tools will set themselves apart from the rest of the pack as they understand the wider impact of finance technology on the business,” says David.
Familiarity with tools like Anaplan, Onestream, Power BI, or BlackLine signal maturity in automation, planning, and reconciliation, while AI and machine learning experience is emerging as a positive indicator.
“AI and broader machine learning exposure is becoming a more desirable skill, albeit FSMs and organisations are still at an embryonic stage,” Hammel said.
When looking for a strong candidate, instead of asking what systems they have used, ask how they improved those systems. What process did they change? What manual tasks did they eliminate? What did they measure?
Interviewing strategically
Interviews should be designed to uncover both technical competence and transformation experience.
One effective approach is to ask candidates to describe an ERP or EPM implementation they’ve led.
“What the interviewer is really looking to understand from this question is how much did the FSM lead on this initiative. The exerciser should help discover whether it tested their technical knowledge and transformation skills, along with problem-solving and business partnering skills across the organisation,” David says.
Stronger candidates will point to measurable outcomes, reference KPIs, and reflect on lessons learned.
Scenario-based panel presentations can also reveal depth of thinking.
“These test critical thinking and problem solving whilst also demonstrating their Subject Matter Expertise and ways of working,” David notes.
Asking candidates to critique your current systems architecture and outline a 12-month roadmap can expose how they diagnose issues, set priorities, and influence change across functions.
Evolving expectations
Core competencies like process fluency, stakeholder influence, data and reporting expertise, and systems acumen are still required. But expectations have shifted.
“The fundamentals of the role remain the same, but the digital finance landscape is rapidly evolving,” says David. “Understanding AI, plus machine learning, plus automation, plus integration tools, plus being on top of the latest technology trends, is going to be key for organisations to unlock further value.”
FSMs today are expected to challenge legacy processes, drive future-proof workflows, and guide digital enablement.
Ask candidates what they’re learning outside of their core system. Curiosity is a strong signal of adaptability.
Spotting a diamond
Identifying a great Finance Systems Manager requires a clear understanding of the role’s hybrid nature and evolving demands. The FSM today must align systems with business goals, support transformation, and lead through influence.
Organisations that get it right benefit from improved reporting speed, better data quality, reduced risk, and more engaged finance teams.
Those that get it wrong risk stalled implementations, system underuse, and team attrition which is why the right partner makes all the difference.
If your business is hiring finance systems professionals, or struggling to find an all-star FSM, please get in touch with SystemsAccountants, who have a proven track record of advising and partnering with organisations to define and recruit the role with precision.
