Have you taken a business from £15m to £50m? That's the whole job.

We're recruiting a Finance Director for a B Corp certified furniture procurement and consultancy business in Clerkenwell. They design-source and deliver FF&E for some of the most recognisable commercial interiors in London, and they're about to attempt the hardest stretch of growth a company ever does — the one where the systems, the cash cycle and the reporting that got you here all stop working at once.

They don't want someone who will learn that on the way. They want someone who has already done it.

The business

Founder-led, eleven years old, seventeen people, and growing fast enough that the balance sheet has changed shape in a single year. They procure furniture and FF&E for commercial and residential interiors — blue-chip clients, European manufacturers, long lead times, complex multi-stage projects.

They are a certified B Corp with a B Impact Score more than double the median. Sustainability isn't a marketing line here; it's the reason clients choose them, and the FD will own the impact and ISO reporting that underpins it.

This is the first permanent Finance Director in the company's history.
Why this role is genuinely hard

The growth is real, but so is the strain. This is a procurement business, which means the money is tied up in the middle: client deposits, supplier prepayments to European factories, long project cycles, currency exposure, and retentions on fit-out programmes. Revenue growth in this model consumes cash rather than generating it.

You'll be the first person in the business whose job is to see that clearly and act on it.