Finance Leadership in Fintech & Crypto

What does senior finance leadership look like in UK fintech and crypto businesses — given the regulatory complexity, novel revenue models, and specific compliance demands these sectors face — and how has the candidate market evolved through the post-2022 reset to where it sits in 2026?

Fintech and crypto finance leadership operate in distinctive territory within UK senior finance recruitment. Both sectors carry regulatory complexity that materially exceeds non-financial-services equivalents — FCA authorisation regimes, prudential requirements, safeguarding obligations, anti-money laundering frameworks, the Senior Manager and Certification Regime where applicable, and the specific accounting and reporting standards that apply to financial services. Both sectors operate revenue models that don’t always match the patterns generalist CFOs have encountered — interchange revenue, payment processing margin, lending economics, deposit balances, custody fees, transaction-based crypto revenue, treasury yield. Both have faced sustained pressure since 2022, with the fintech valuation reset shifting industry priorities from growth to profitability and the crypto sector going through enforcement actions, consolidation, and regulatory framework development.

The combined effect is that fintech and crypto businesses need finance leaders whose capability matches the sector’s specific demands. Generalist CFOs without sector experience can struggle materially when the regulatory dimensions, accounting nuances, and operational realities they encounter differ from their prior experience. Sector-experienced finance leaders bring pattern recognition, regulatory fluency, and operational instinct that compress the time between appointment and substantive contribution. The candidate market reflects this — sector-experienced candidates command premium fees, sector-relevant track record materially improves appointability, and businesses without senior finance leadership with appropriate sector background routinely face friction in fundraising, regulatory engagement, and operational execution.

This guide sets out the senior finance leadership landscape for UK fintech and crypto businesses. The specific regulatory and operational demands these sectors create, the candidate landscape and where finance leaders with appropriate experience come from, the stage-specific considerations from seed through to scaled operations, the engagement model choices (permanent, fractional, interim), and the specific challenges of building finance leadership teams in sectors where the demand for capability has consistently exceeded the available talent pool.

It is written from the perspective of FD Capital’s team — a specialist finance recruitment firm placing senior finance leaders into UK fintech and crypto businesses since 2018, alongside our broader engagement with UK senior finance recruitment.

Call 020 3287 9501 or email recruitment@fdcapital.co.uk to discuss fintech or crypto finance leadership requirements.

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Why Fintech and Crypto Need Specialist Finance Leadership

The case for specialist sector experience in fintech and crypto finance leadership rests on specific dimensions where these sectors differ materially from non-financial-services businesses. Generalist senior finance leaders frequently underestimate these dimensions until they encounter them in role.

FCA authorisation and ongoing supervision. Most UK fintech businesses operate under FCA authorisation — payments services authorisation, e-money authorisation, consumer credit authorisation, banking authorisation, investment management authorisation, sector-specific permissions. Each authorisation regime has specific permissions, conditions, capital requirements, reporting obligations, and ongoing supervisory engagement. Crypto businesses face the FCA crypto registration regime under the Money Laundering Regulations alongside emerging UK regulatory framework specifically for crypto activities. CFOs in regulated firms operate within this regulatory architecture rather than separate from it.

Senior Manager and Certification Regime. Most FCA-regulated fintech businesses are subject to SMCR. CFOs in these firms typically hold SMF2 (Chief Finance Function) with allocated responsibilities documented in the firm’s Statement of Responsibilities. The personal accountability under SMCR is material — see our companion CFO Risk & Compliance Management.

Prudential capital and liquidity requirements. Authorised firms face capital and liquidity requirements proportionate to their permissions. Banking authorisations carry the most substantial prudential framework (UK CRD V/CRR via the PRA). Investment firms face the IFPR (Investment Firms Prudential Regime). Payments and e-money firms face capital requirements under the Payment Services Regulations and Electronic Money Regulations. CFOs must understand and operate the relevant prudential framework, including the regular reporting that demonstrates compliance.

Safeguarding and client money rules. E-money and payments firms must safeguard customer funds — keeping them segregated from operational funds, holding them in safeguarding accounts at credit institutions, and ensuring continuous compliance regardless of operational events. The CASS (Client Assets Sourcebook) regime applies to investment firms holding client assets. Safeguarding failures have produced material FCA enforcement actions in recent years; the CFO’s accountability for safeguarding integrity is substantial.

Anti-money laundering and counter-terrorist financing. All financial services firms face substantial AML/CTF obligations under the Money Laundering Regulations. Customer due diligence, ongoing monitoring, suspicious activity reporting, MLRO appointment, periodic risk assessment. CFOs in regulated firms ensure the AML framework is operating, even where day-to-day MLRO accountability sits with a dedicated officer.

Novel revenue recognition. Fintech revenue often includes interchange, processing fees, lending net interest income, deposit balances, FX margins, subscription revenue, transaction-based revenue. Crypto businesses see custody fees, trading commissions, staking yields, lending yields, token-based revenue. Each requires careful application of IFRS 15 (or FRS 102 Section 23) revenue recognition principles. Sector-experienced CFOs apply the standards correctly; less experienced CFOs sometimes get this wrong with material consequences during audit.

Treasury complexity at scale. Fintech and crypto businesses often hold substantial customer funds (in safeguarding for e-money/payments firms, in lending balance sheets for credit firms) alongside operational funds. Treasury management — counterparty risk, liquidity management, FX exposure on multi-currency operations, yield optimisation within regulatory constraints — is materially more demanding than in non-financial-services businesses of equivalent scale.

Crypto-specific accounting. Accounting for crypto assets remains an evolving area with limited authoritative guidance under IFRS or UK GAAP. Whether crypto assets held are treated as inventory, intangible assets, or financial instruments depends on the specific facts. Volatility in crypto asset values creates accounting and management reporting challenges. CFOs in crypto businesses develop specific judgement on these matters.

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The UK Regulatory Architecture Shaping Fintech CFO Roles

UK fintech operates under several authorisation regimes administered by the FCA and, for banking authorisations, by the PRA alongside the FCA. The architecture shapes the CFO role materially.

Banking authorisation. Full banking licences (deposit-taking authorisation) carry the most demanding prudential framework. UK challenger banks operate under PRA prudential supervision alongside FCA conduct supervision. Capital and liquidity requirements are substantial; reporting is extensive (COREP, FINREP, regular returns). CFOs in challenger banks typically have prior banking experience; the prudential reporting infrastructure alone exceeds what generalist CFOs have encountered.

E-money authorisation. Authorised Electronic Money Institutions issue e-money and provide payment services. Capital requirements (€350,000 initial capital plus ongoing capital based on outstanding e-money), safeguarding obligations on customer funds, FCA conduct supervision. Many UK consumer fintech businesses operate under e-money authorisation. CFOs in EMI-authorised businesses develop specific expertise around safeguarding compliance and the related reporting.

Payment services authorisation. Authorised Payment Institutions provide payment services without the e-money issuance dimension. Similar capital and safeguarding architecture to EMIs but for businesses providing payment-only services. Smaller payment institutions can operate under the registered (rather than authorised) regime with reduced requirements but commercial activity restrictions.

Consumer credit authorisation. Lending businesses face the FCA’s consumer credit framework. Permission scope determines what activities the business can undertake — credit broking, lending, debt collection, debt advice. Capital requirements are typically less substantial than EMI/PI but the conduct framework is detailed.

Investment Firm Prudential Regime (IFPR). Investment firms (investment management, brokerage, advisory) face the IFPR introduced in 2022. The framework replaces the prior CRD-derived rules for investment firms with one calibrated to their specific risk profile. CFOs in investment-focused fintech operate within IFPR.

Insurance authorisation. Insurtech businesses operating as insurers, MGAs, or brokers face insurance-specific FCA regulation alongside Solvency II for full insurers. The framework is distinct from other fintech regimes and requires specific expertise.

Sector-specific permissions. Crowdfunding, peer-to-peer lending, mortgage advice, claims management, funeral plans — each has its own FCA regime with specific requirements. CFOs in businesses with sector-specific permissions need familiarity with those particular regimes.

The regulatory framework continues to evolve. Recent developments include the operational resilience framework (in full force March 2025), the Consumer Duty (in force July 2023, with the Board attestation each July), the new diversity and inclusion expectations, and the consumer credit reform consultation. CFOs in regulated fintech engage with regulatory development continuously rather than treating it as periodic compliance work.

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The UK Crypto Regulatory Landscape

UK crypto regulation has developed substantially since 2020 and continues to evolve. The current architecture combines existing FCA regulation, the crypto-specific registration regime under the Money Laundering Regulations, and emerging UK-specific framework that draws lessons from the EU’s MiCA regulation and the lessons of the 2022 crypto crisis.

FCA crypto-asset registration. UK crypto-asset businesses (those carrying on crypto-asset exchange services or custodian wallet services) must register with the FCA under the Money Laundering Regulations. The registration scrutinises the business’s AML framework, governance, and key personnel. The registration is challenging — many applicants have been refused or have withdrawn during the assessment process. Registration is not authorisation — registered firms aren’t subject to the wider FCA authorisation framework.

Crypto-asset financial promotions regime. Since October 2023, financial promotions of crypto-assets to UK consumers must come from FCA-authorised firms (or from registered crypto-asset businesses where promoting their own activities). The regime tightened market practice materially and effectively excluded many overseas crypto businesses from UK marketing without UK regulatory presence.

Stablecoin regulation. The Financial Services and Markets Act 2023 brought certain stablecoin activities within FCA regulation when used for payments. The detailed rules continue to develop; CFOs in stablecoin businesses operate within this evolving framework with specific authorisation requirements applying.

Wider crypto regulation. The UK has consulted extensively on a comprehensive crypto regulatory framework that would bring most crypto activities within FCA authorisation rather than registration. The framework is intended to replicate broadly the architecture of MiCA (the EU’s Markets in Crypto-Assets Regulation, in force from late 2024) with UK-specific calibration. Implementation is staged through 2025-2026 with full framework expected in 2026-2027 depending on legislative progress.

Tax treatment. HMRC guidance on crypto-asset taxation has developed substantially. Capital gains, income, employment-related securities all have specific guidance for crypto contexts. CFOs ensure the business’s tax treatment is correct and that customer-facing tax information (where the business provides tax statements to customers) is accurate.

The combined effect is that UK crypto businesses operate under a more demanding regulatory framework than they did in 2020-2021. The post-2022 environment — combining the FTX collapse, broader crypto winter, and tightened regulatory expectations — has filtered the sector toward operators who can meet substantive regulatory demands. CFOs in surviving UK crypto businesses typically have either prior financial services experience or have developed regulatory capability through their crypto role.

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Crypto and Fintech CFOs: Finding Talent in Emerging Finance

The candidate market for fintech and crypto finance leadership has specific characteristics that businesses recruiting in these sectors should understand.

Where the candidates come from. Strong fintech CFOs typically come from one of three backgrounds — prior senior finance roles in established financial services (banking, asset management, insurance), prior senior finance roles in earlier UK fintech (payments, e-money, consumer fintech), or prior senior finance roles in financial services consulting or audit followed by industry transition. Crypto CFOs increasingly come from fintech rather than emerging from crypto-native backgrounds; the growing professionalisation of the sector favours candidates with substantive financial services background over candidates whose only experience is in early-stage crypto.

The regulatory dimension narrows the pool. CFO roles in FCA-regulated firms typically require prior regulated firm experience, ideally as SMF2 in a comparable firm. The prior SMF holding is itself a meaningful credential — both as evidence the candidate has been through the FCA approval process and as confirmation they have operated under SMCR accountability. The narrowing effect makes candidate identification harder than for non-regulated CFO roles.

The post-2022 reset. The fintech valuation reset materially affected senior finance leader compensation expectations and the stability of the sector. Some CFOs left fintech for less volatile sectors during 2022-2024; others stayed and developed deeper sector expertise. The current pool reflects this filtering — surviving fintech CFOs tend to have demonstrated capability through difficult periods, which is itself valuable.

Compensation expectations. Fintech CFO compensation typically runs 15-25% above non-financial-services equivalent at comparable scale, reflecting the regulatory complexity, the SMF accountability, and the specialist demand. Crypto CFO compensation varies more widely — from below market in earlier-stage businesses with significant equity exposure to substantial premiums in established crypto businesses with clear regulatory positions.

Equity participation. Most fintech and crypto CFO appointments include meaningful equity participation. EMI options for UK-resident senior leaders (where the business qualifies for EMI), growth share schemes, or alternative arrangements depending on the business’s structure. The equity dimension matters for total compensation conversation.

Notice periods and gardening leave. SMF candidates often have substantial notice periods and gardening leave provisions. Recruitment timeframes typically run 6-9 months from initial conversation to start date for senior fintech CFO appointments — longer than non-regulated equivalent roles.

Cultural fit considerations. Strong CFO appointments in fintech and crypto require cultural alignment with the founders and broader team. The sectors have distinctive cultures — technology orientation, faster pace than traditional financial services, often younger executive teams, sometimes more direct communication styles. Senior finance leaders bringing traditional financial services culture into fintech can struggle if the cultural fit isn’t right.

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Fintech Founders: Do You Need a CFO at Seed Stage?

One of the recurring questions for early-stage UK fintech founders is when senior finance leadership becomes appropriate. The honest answer for most pre-seed and early-seed fintechs is “not yet” — but specific situations make the case earlier than the general pattern.

The general pattern. Most pre-seed UK fintech businesses operate without a senior finance leader. The founder runs financial decisions; an external accountant handles compliance; cash management is straightforward enough that founder-led discipline suffices. Senior finance leadership at seed stage is often a poor use of cash that should be deployed against product and commercial development.

Specific situations that change this. Several specific situations make senior finance leadership appropriate earlier:

• FCA authorisation in process or planned for early post-seed period — the authorisation work materially benefits from senior finance involvement, and the SMF appointment will be needed at authorisation
• Significant institutional capital committed at seed (£3m+) — the institutional investor reporting expectations and governance rhythm benefit from senior finance leadership
• Complex revenue model requiring careful structuring (regulated lending, payments, novel custody arrangements) — the structural decisions made early matter materially for later operations
• Sector-specific compliance complexity from launch (consumer credit lending, insurance, full banking) — senior finance leadership during the operational launch supports getting it right rather than recovering later
• Cross-border operations or material foreign currency activity from launch — the structural decisions benefit from senior finance input
• Early customer assets or safeguarding obligations — the governance around customer funds protection is too important to handle without senior finance leadership

The fractional alternative. Where the case for senior finance leadership exists but full-time appointment isn’t justified, fractional CFO engagement at one or two days per week often fits well. Fractional engagement provides senior finance contribution at compatible economics for the seed-stage business while preserving the option to appoint full-time as scale develops. See Fractional CFO for UK Startups.

The interim alternative for specific events. For specific events — FCA authorisation submission, fundraise leadership, audit completion, regulatory engagement — interim CFO engagement provides dedicated capacity for the event without permanent appointment. See Interim CFO for Tech & Crypto Startups for the interim alternative.

The Financial Controller alternative. Some seed-stage fintech businesses appoint Financial Controllers rather than CFOs as their first senior finance hire. The FC handles operational finance — month-end close, reporting, controls, supplier management — without the cost of CFO seniority. The FC arrangement works where the strategic finance demands aren’t yet substantive but operational finance needs structured ownership.

Indicators of readiness to appoint full-time CFO. Specific indicators suggest a fintech is ready for full-time CFO appointment: ARR or equivalent revenue scale above £3-5m, institutional capital deployed at scale (Series A+), FCA authorisation operational, monthly senior finance demand exceeding what fractional engagement can support, complexity of operations requiring full-time strategic finance attention.

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The Future of Fintech Collaboration for CFO Offices

The relationship between fintech businesses and traditional corporate CFO offices continues to evolve. Many fintech businesses serve corporate CFO functions as customers — providing payment infrastructure, treasury management, expense management, financial automation, and other services that traditional banks and ERP vendors previously provided. The collaboration shapes both the fintech business model and the corporate CFO function.

For corporate CFOs evaluating fintech tooling, several considerations matter:

Regulatory status of the provider. Whether the fintech provider is FCA-authorised, registered, or operates outside regulatory scope shapes the protections and limitations of the relationship. CFOs should understand the regulatory status before entering material commercial relationships.

Safeguarding of customer funds where applicable. Where fintech providers hold corporate customer funds (treasury services, payment platforms holding balances), the safeguarding arrangements determine what happens if the provider fails. Strong safeguarding architecture protects corporate customer funds; weak architecture creates exposure.

Operational resilience of the provider. The provider’s ability to maintain service through difficulties — system failures, cyber incidents, financial difficulties at the provider — affects the corporate customer’s exposure. Larger fintech providers with mature operational resilience frameworks present different risk profiles than smaller providers without comparable infrastructure.

Data protection and processor relationships. Fintech providers process corporate data; the data protection relationship matters under UK GDPR. Processor agreements, sub-processor disclosure, data residency, and security commitments all warrant CFO and DPO review.

Substitution and exit considerations. The cost and complexity of substituting one fintech provider for another shapes the commercial leverage in the relationship. Strong CFOs evaluate substitution cost before locking into provider relationships.

For fintech businesses serving corporate CFO functions, the collaboration creates specific finance leadership demands. The corporate sales motion requires substantive engagement with prospective customers’ finance teams. Customer success requires understanding what the corporate finance customer actually needs. Product roadmap decisions involve integration with corporate ERP, expense management, treasury, and reporting infrastructure. Senior finance leaders in these fintech businesses bring corporate finance background that supports the customer relationship and shapes product development.

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Sector-Specific Finance Leadership: What Works Where

Different fintech and crypto subsectors have different finance leadership demands. The match between candidate background and specific subsector matters more than at general fintech level.

Challenger banking. Substantial prudential reporting infrastructure, Treasury complexity, capital management discipline, regulatory engagement at PRA and FCA. CFOs typically have prior banking experience.

Consumer fintech (e-money, payments). Safeguarding obligations, payment scheme economics, customer protection focus, FCA conduct supervision. CFOs often come from prior payments or banking experience.

B2B payments and platforms. Customer money flows, settlement infrastructure, complex commercial customer relationships, multi-currency operations. CFOs benefit from prior B2B financial services experience.

Lending fintech. Credit risk management, prudential capital under IFPR or banking framework, regulatory reporting on lending activities. CFOs typically have prior consumer or commercial lending experience.

Wealth and investment fintech. CASS rules, investment performance reporting, regulatory expectations under IFPR. CFOs benefit from asset management background.

Insurtech. Solvency II for full insurers, distribution agreements for MGAs, conduct rules for insurance brokers. CFOs typically have prior insurance experience.

Regtech. The business serves regulated financial services as customers. CFOs benefit from understanding their customers’ regulatory environment, even where the regtech business itself isn’t regulated.

Crypto exchanges. FCA registration for AML purposes, customer asset segregation, market integrity considerations, operational resilience for trading platforms. CFOs increasingly have financial services background as the sector matures.

Crypto custody. Custody arrangements, segregation, technology security, insurance arrangements for stored assets. CFOs benefit from operational and risk background.

Stablecoin issuance. Reserve management, redemption capability, transparency reporting, emerging UK regulatory framework. CFOs in stablecoin businesses are operating at the regulatory frontier.

Crypto asset management and DeFi. The most challenging subsector for traditional finance leadership — combining novel technology, evolving regulation, and customer protection considerations. CFOs in genuinely DeFi-engaged businesses navigate territory without complete precedent.

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Building the Wider Finance Function in Regulated Fintech

Beyond the CFO appointment, regulated fintech businesses build wider finance functions that include specific roles supporting the sector’s demands.

Financial Controller. Operational finance leadership reporting to the CFO. Month-end close, statutory reporting, audit coordination, control environment operation. The FC role in regulated fintech typically requires more sophisticated technical accounting capability than equivalent non-regulated roles.

Head of FP&A. Financial planning, forecasting, scenario analysis, commercial finance partnership. Modern fintech businesses with substantive commercial activity typically build FP&A capability above a certain scale.

Head of Regulatory Reporting. Specialist role focused on the substantial regulatory reporting fintech businesses face — COREP/FINREP for banks, IFPR returns for investment firms, payments and e-money reporting, Consumer Duty reporting. The role develops specific regulatory reporting expertise that generalist FCs typically don’t have. See our Head of Regulatory Reporting Recruitment.

MLRO (Money Laundering Reporting Officer). The personally-accountable AML/CTF officer required under the Money Laundering Regulations. Sometimes held by the CFO in smaller businesses; typically a dedicated role above scale. See our MLRO Recruitment.

Head of Treasury. Treasury management at scale — operational cash management, customer fund safeguarding, FX operations, counterparty management, yield optimisation within regulatory constraints. Above a certain scale, dedicated treasury leadership is appropriate.

Senior finance team members supporting prudential reporting. The technical work of producing prudential returns requires specialist team members alongside the FC and Head of Regulatory Reporting. The prudential reporting specialism is itself a sub-career within fintech finance.

Internal audit. FCA-regulated firms above scale establish internal audit functions providing independent assurance on the control environment. Internal audit leadership in fintech requires both audit capability and sector understanding.

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Engagement Models for Fintech and Crypto Finance Leadership

Like other sectors, fintech and crypto businesses use multiple engagement models for senior finance leadership. The model choice depends on stage, regulatory position, and specific situation.

Permanent CFO. The standard arrangement for established fintech businesses. SMF2 holding requires permanent appointment; once authorised, the business cannot easily operate without a permanent SMF2 in place. Permanent CFO appointment is the default for any FCA-regulated fintech beyond initial seed stage.

Permanent FD. Some smaller fintech businesses operate with FD-level appointments rather than CFO-level. The arrangement works where the strategic finance demands fit FD seniority and the regulatory exposure is contained. Many UK consumer fintech businesses below a certain scale operate with FD-level senior finance leadership.

Interim CFO. Used for vacancy cover, defined transformations, specific projects (FCA authorisation submission, fundraise leadership), or post-event recovery. SMF appointment for interim CFOs is possible but adds complexity; some interim arrangements operate alongside an existing SMF holder. See The Interim CFO: When, Why and How.

Fractional CFO. Used for pre-authorisation businesses where senior finance contribution is needed but full-time appointment isn’t yet justified, or for ongoing senior finance support where the business doesn’t yet justify full-time. SMF roles cannot be held by fractional appointees in practice; fractional CFO arrangements end when SMF accountability becomes necessary. See Fractional CFO for UK Startups.

Part-time CFO. Employed reduced-hours arrangements that can include SMF holding. Less common than full-time in regulated fintech but appropriate in specific situations. See Part-Time CFO: Value, Cost, ROI and When to Hire.

The SMF dimension shapes engagement model choice in regulated fintech in ways non-regulated businesses don’t face. Strong fintech finance recruitment partners understand this dimension and structure recommendations accordingly.

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Engaging FD Capital on Fintech and Crypto Finance Leadership

FD Capital places senior finance leaders into UK fintech and crypto businesses across regulatory and operational contexts — challenger banks, e-money and payments authorised firms, lending fintechs, wealth and investment fintechs, insurtechs, regtechs, and FCA-registered crypto businesses. We understand the sector’s specific demands and the SMF accountability dimensions that regulated finance leadership creates.

Our network includes finance leaders with sector-specific track record — prior SMF2 holders in fintech, candidates with prudential reporting depth, candidates with safeguarding and CASS operational experience, candidates with prior crypto sector engagement. We match candidates based on specific subsector context, regulatory situation, and business stage.

Adrian personally screens candidates for regulated finance roles given the SMF accountability dimensions and the personal stakes involved. Initial introduction is typically within 48 hours for urgent requirements, with full shortlist within eight working days for less time-pressured engagements.

Initial consultation is confidential and at no charge. Call 020 3287 9501 or email recruitment@fdcapital.co.uk to discuss fintech or crypto senior finance requirements.

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Related Reading

• Interim CFO for Tech & Crypto Startups — interim engagement specifically in tech and crypto startups
• CFO Risk & Compliance Management — risk and compliance leadership including SMCR dimensions
• Fractional CFO for UK Startups — fractional alternative for early-stage fintech
• Fractional FD for UK Tech Companies — broader tech sector FD context
• CFO Leadership: International & Cross-Border Finance — international dimension for fintech with cross-border activity
• The Interim CFO: When, Why and How — interim engagement broadly
• Part-Time CFO: Value, Cost, ROI and When to Hire — part-time employment alternative
• CFO Strategic Leadership: The Complete UK Guide — strategic CFO leadership
• The CFO’s Role in Fundraising & Investor Relations — fintech fundraising context

FD Capital Recruitment Services

• Recruitment for FCA Regulated Firms — regulated firm specialist recruitment
• CFO Recruitment — permanent CFO search
• Finance Director Recruitment — permanent FD search
• Head of Regulatory Reporting Recruitment — regulatory reporting specialist
• MLRO Recruitment — Money Laundering Reporting Officer recruitment
• Compliance Recruitment — compliance specialist roles
• Risk and Compliance Recruitment — risk and compliance roles
• Interim CFO — time-limited CFO cover
• Fractional CFO — fractional CFO recruitment

External References

• Financial Conduct Authority — UK financial services regulator
• Prudential Regulation Authority — UK prudential regulator for banks and insurers
• FCA Cryptoassets AML Regime — UK crypto-asset registration framework
• FCA Senior Managers and Certification Regime — SMCR framework
• ICAEW — professional body for Chartered Accountants
• ICAEW Financial Services Faculty — financial services professional resources
• HMRC Cryptoassets Manual — UK tax treatment of crypto-assets
• Financial Services and Markets Act 2023 — UK financial services regulatory framework including stablecoin provisions

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