A great Finance Systems Manager doesn’t need to be a technologist, accountant, or stereotypical change leader. Some have never written a line of code, while others have never held a formal finance qualification.

In practice, standout FSMs defy a single mould. We’ve seen them succeed as former controllers, project managers, business analysts, and IT leads.

Some are methodical and quiet; others are direct and operationally hands-on.

What they share isn’t a personality type or a background, but the ability to translate complexity into clarity, to align systems with business needs, and to see around corners when change is coming.

This unique, rare combination of attributes makes the role one of the most sought after in the market, and one of the toughest for firms to fill.

In this article, we offer practical guidance on how to identify top-tier FSMs, from evaluating systems fluency and transformation experience to asking the questions that reveal depth of thinking and strategic judgement.

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

One of the most common missteps in the hiring occurs before anyone has been selected. Failing to properly define the evolving FSM role often leads to replicating the departing manager’s profile rather than re-evaluating the position’s current and future priorities.

Hiring based on the last version of the job – or a mere definition – risks missing candidates who bring strength in areas now needed; reporting automation, integration planning, 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.

Another frequent error is skipping external consultation. Hiring managers often approach FSM recruitment as a transactional HR task, when it is an appointment that benefits from market collaboration, David added.

“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,” David says.

Internal bias is another issue, as leaders often over-index on credentials most familiar to their own competencies.

Rarely does either side have a full view of what the hybrid FSM profile should look like.

“The FSM typically has to impress both Finance and IT hiring managers at interview,” says David. “The danger is a Finance Controller, Finance Director or CFO putting an emphasis on accounting and finance knowledge. And conversely, you will see IT Directors and CIOs qualify the technical ability but not the finance and process skills required to do the job effectively.”

And when a company needs a Finance Systems Manager for the first time, similar issues emerge. With no internal benchmark to guide them, newly created FSM roles are often cobbled together from a broad definition, without a clear view of what the business actually needs.

“We see this a lot, especially after ERP/EPM transformations,” says David. “A significant number of FSM roles are new, so the business has no internal benchmark. The result is often a role that’s loosely defined, overly broad, or skewed toward the background of whoever scoped it, rather than what the organisation actually needs going forward.”

Hiring managers should reframe the interview as a three-dimensional assessment covering business acumen, systems depth, and influence, David adds. Consider including an internal stakeholder (e.g., FP&A or Data manager to test cross-functional resonance.

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.