Part-Time FD: Value, Cost, ROI and When to Hire

What does a part-time Finance Director actually deliver to a UK SME or growing business — and how does the part-time employed model differ from the fractional contracted alternative that businesses are increasingly being offered?

Part-time Finance Director engagement has become one of the most common senior finance arrangements in UK SMEs and growing businesses below the scale that justifies full-time FD appointment. The reasons are practical: a permanent FD at the appropriate level for a £5-15 million revenue business commands £85,000-110,000 plus pension and benefits, totalling around £105,000-135,000 fully loaded. For many businesses in this range the FD work doesn’t justify full-time hours, but the substantive work that does need senior finance leadership genuinely requires FD-level seniority rather than a Financial Controller or Finance Manager. Part-time FD engagement matches the seniority to the available work, at a total cost the business can comfortably support.

The market has also matured around the engagement model. UK businesses now have genuine choice between part-time employment (FD employed under a reduced-hours contract with PAYE deduction, full employment rights, and typical employer obligations) and fractional contracting (FD operating through their own personal service company, invoicing the business under a services agreement, with IR35 considerations applying). Both arrangements deliver senior finance leadership at less than full-time hours; they differ in the legal relationship, tax treatment, employment rights, and practical experience of working with the individual.

This guide sets out what part-time FD engagement actually delivers in UK businesses — what the role covers, what it costs, the ROI patterns, the indicators that show a business is ready to hire, the specific cost-saving and growth-enabling contributions, the onboarding disciplines that make engagements work, and the part-time vs fractional decision that founders and CEOs face when structuring the engagement.

It is written from the perspective of FD Capital’s team — a specialist finance recruitment firm placing both part-time and fractional Finance Directors into UK businesses since 2018.

Call 020 3287 9501 or email recruitment@fdcapital.co.uk to discuss a part-time FD requirement.

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Part-Time FD vs Fractional FD: The Employment Distinction

The substantive distinction between part-time and fractional FD engagement matters across several dimensions, and gets misunderstood often enough that it’s worth setting out clearly.

Employment relationship. A part-time FD is employed by the business under a reduced-hours employment contract — typically two, three or four days per week. PAYE income tax and employee NIC are deducted at source. Employer NIC and pension contributions are paid by the business. The FD has full employment rights including statutory holiday, sickness pay, parental leave, and redundancy protection. The contract specifies hours, days, location and responsibilities, and creates an indefinite employment relationship with the business as employer.

A fractional FD operates through their own personal service company (PSC) — a limited company they own and through which they contract for services. The fractional FD’s PSC invoices the engaging business under a services agreement. The fractional FD manages their own tax position, including consideration of IR35 status (the off-payroll working rules from April 2021 making the engaging business responsible for IR35 status determination where the engaging business is medium or large). The fractional FD has no employment rights with the engaging business — no statutory holiday, sickness pay, or redundancy protection.

IR35 considerations. Where the engagement is determined to be inside IR35 (i.e. the working relationship would be employment if the PSC didn’t exist), the engaging business is responsible for PAYE and NIC deductions on the fees paid to the PSC under the off-payroll working rules. Many fractional FD engagements are deliberately structured to be outside IR35 — through genuine multi-client work, services-based rather than time-based contracting, the fractional FD bearing genuine commercial risk, and absence of the indicators of employment (mutuality of obligation, control, integration into the team). Getting this wrong creates tax risk for the engaging business; getting it right requires deliberate engagement design.

Tax treatment. Part-time employment is straightforward — PAYE deducted at source, employer NIC paid by the business, P11D treatment for any benefits in kind, pension contributions through the business’s pension scheme. Fractional engagement requires the engaging business to determine IR35 status (where applicable) and either operate the off-payroll rules (deducting tax at source) or treat the engagement as genuinely outside IR35 with services billed by the PSC.

Cultural integration. Part-time FDs are employees and typically integrate more deeply into the business — attending team meetings as full members, included in employee communications, participating in employee benefits and culture activities. Fractional FDs are external service providers and are typically engaged with executive responsibilities while remaining culturally distinct from employees.

Commitment expectation. Part-time employment carries indefinite commitment with notice periods and potentially redundancy obligations. Fractional engagement typically has shorter notice (often one month) and no redundancy obligations.

Multi-client capacity. Fractional FDs typically work across multiple clients simultaneously — running portfolios of three or four engagements is common. Part-time FDs may have a second part-time role with another business, but the employment contract typically restricts external work and the practical experience is closer to having a primary employer.

Engagement economics. All-in cost of part-time employment (compensation plus employer NIC plus pension plus benefits) is typically lower than equivalent fractional engagement fees for the same hours, because fractional fees include the FD’s PSC operating costs, their own tax burden, their pension provision, and their margin for engagement intermittency risk. Trade-off: part-time employment carries the full cost of being an employer; fractional engagement is purchased capacity without those obligations.

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What a Part-Time FD Actually Does

Part-time FD engagement delivers the FD role at reduced hours. Substantive responsibilities mirror full-time FD scope — the difference is the time commitment, not the seniority or strategic depth.

Senior finance leadership. The FD is the most senior finance voice in the business. They own the financial strategy, the financial planning, the relationships with banks and investors, and the engagement with the Board on financial matters.

Financial reporting and management accounts. Owning the management accounts pack — its content, its quality, its consistency — and ensuring the Board and executive team receive reliable monthly information that supports decision-making.

Cash flow management. The disciplines of cash flow forecasting, working capital management, banking facility utilisation, and the active cash management that prevents distress.

Banking and lender relationships. The senior finance voice in conversations with the business’s bank and any other lenders. Facility renewals, covenant management, and the credible relationship that supports the business through tighter periods.

Audit management. Coordinating the external audit, ensuring audit-ready records year-round, managing the audit fieldwork and reporting cycle.

Tax compliance and planning. Coordinating with tax advisors on corporation tax, VAT, PAYE, and any specialist tax matters (R&D tax relief, EIS/SEIS structuring, EMI schemes for share options).

Commercial finance partnership. Engaging with commercial leadership on pricing, customer profitability, channel economics, and other decisions where finance rigour shapes outcomes.

Forecasting and planning. Owning the budget, the rolling forecast, the scenario analysis, and the financial framing of strategic decisions.

Finance team leadership. Building and managing the team — typically a Financial Controller plus operational finance staff. The FD recruits into the team, develops the team’s capability, and ensures the team operates effectively when the FD isn’t physically present.

External relationships. Audit firm, tax advisor, banking, insurance brokers, legal advisors. Maintaining these relationships at peer level.

Compliance calendar. Companies House, HMRC, persons of significant control, statutory accounts, share allotments. Ensuring all compliance obligations are met on time and accurately.

The work compresses into contracted hours through prioritisation. Strong part-time FDs are more strategically focused than full-time equivalents because the available hours don’t permit drift into operational detail. The discipline is itself a feature of the engagement model.

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What Part-Time FDs Cost in the UK

Part-time FD compensation reflects role seniority and the proportion of full-time hours engaged. Typical UK ranges:

Engagement Context	2 Days / Week	3 Days / Week	Notes
SME part-time FD (£3-10m revenue)	£35,000 – £48,000	£50,000 – £70,000	Owner-managed and family businesses; broad scope
Scale-up part-time FD	£42,000 – £58,000	£60,000 – £85,000	Often plus equity participation
Mid-market part-time FD (£10-25m)	£50,000 – £68,000	£72,000 – £100,000	Full FD remit; Board engagement
Sector-specialist part-time FD	£48,000 – £68,000	£70,000 – £100,000	Premium for regulated, technical or complex sectors

The figures above are headline compensation. Total cost includes employer NIC (15% on earnings above the secondary threshold from April 2025), pension contributions (typically 3-5% of pensionable earnings, with auto-enrolment minimums), employer benefits (private medical, life cover where offered), holiday entitlement at statutory minimum or above, and any benefits in kind. Fully-loaded total cost typically runs 20-30% above headline compensation.

London and South East roles typically attract a 10-15% premium over regional ranges. Premiums also apply for sector specialism (regulated firms, technology, manufacturing complexity), prior PE portfolio experience, or specific transactional track record.

For comparison with fractional engagement economics see our Fractional CFO Cost, Pricing and ROI guide. For the larger-business CFO equivalent of this guide see Part-Time CFO: Value, Cost, ROI and When to Hire.

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How a Part-Time FD Can Save 50% on Senior Finance Costs

The headline economic case for part-time FD engagement is the cost saving versus full-time equivalent. The 50% framing is realistic for most UK SMEs choosing part-time over full-time, with the actual saving varying by hours engaged and total compensation level.

A typical comparison for a £10m revenue UK business:

Full-time FD option:

• Headline compensation: £95,000
• Employer NIC at 15%: approximately £12,000
• Pension at 5%: approximately £4,750
• Benefits (medical, life): approximately £4,000
• Recruitment costs amortised across tenure: approximately £2,000-5,000 per year
• Total annual cost: approximately £118,000-122,000

Part-time FD option (3 days per week):

• Headline compensation: £58,000
• Employer NIC at 15%: approximately £7,000
• Pension at 5%: approximately £2,900
• Benefits pro-rata: approximately £2,500
• Recruitment costs amortised: approximately £1,500-3,000 per year
• Total annual cost: approximately £72,000-74,000

The saving of approximately £45,000-50,000 per year — roughly 40% rather than 50% in this specific example — represents real money to an SME. Where the part-time engagement is at two days per week rather than three, the saving deepens further. Where the business genuinely needs full-time FD attention to deliver against its plan, full-time appointment is the right answer regardless of the cost differential. The economic case applies where the FD work genuinely fits in part-time hours.

The framing also misses an important point. Part-time engagement is rarely the right answer purely on cost grounds — it’s usually the right answer because part-time hours match the actual work the business needs. Businesses choosing part-time purely to save money, when full-time work genuinely exists, end up with under-served finance functions that fail in different ways from the full-time alternative.

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How to Recognise When Your Business Needs a Part-Time FD

Specific indicators show when a UK SME or growing business is ready for part-time FD engagement.

Revenue between £3m and £15m with growing complexity. Below £3m most businesses don’t yet need FD seniority — fractional FD or external accountancy support typically fits better. Above £15m with significant complexity, full-time FD becomes the natural answer. The £3-15m range is where part-time FD engagement most commonly fits.

The owner or CEO is making finance decisions without senior support. When the owner is personally handling banking conversations, supplier negotiations, capital allocation choices, and strategic finance matters because there’s no one else at appropriate seniority, the business is ready for senior finance support.

The senior finance person isn’t at FD level. A capable Financial Controller or Finance Manager handles operational finance, but doesn’t have the seniority for strategic conversations, banking relationships, or Board engagement. The part-time FD adds the layer above.

Banking conversations aren’t going as well as they should. Facility renewals at unsatisfactory terms, covenant pressure that wasn’t anticipated, banking relationships that feel transactional rather than strategic. A part-time FD with banking relationship experience changes these conversations materially.

Cash flow surprises. Persistent cash tightness that the management accounts didn’t predict, working capital absorption that wasn’t anticipated, supplier payment timing that creates problems. These are symptoms of finance leadership operating below the level the business needs.

Growth is approaching limits of current arrangements. Businesses growing at 25-50% annually typically reach the limits of pre-existing finance arrangements within 18-24 months. Engaging part-time FD before the limits bind allows orderly transition.

External event approaching. First audit, first investment process, sale process, acquisition, regulatory examination, banking refinance. Each requires FD-level engagement that the business may not currently have.

Board reporting needs upgrading. Where the Board is questioning the quality of financial reporting, where management accounts arrive late or inconsistent, where forecasts have been routinely missed. The part-time FD rebuilds reporting infrastructure to the standard the situation requires.

Tax and compliance have become complex. Multiple entities, international activity, R&D tax relief claims, EMI scheme administration, complex VAT positions. The part-time FD coordinates the specialist tax advisors and ensures the business gets the benefits and meets the obligations.

Three or more of these indicators present typically signals readiness for part-time FD engagement.

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Strategic Advantages of Part-Time FD Engagement for Growth

Beyond the cost-saving framing, part-time FD engagement creates specific strategic advantages for growing UK businesses.

Senior experience accessible at appropriate scale. A part-time FD with 15-25 years of senior finance experience — including time in larger or more complex businesses than the current employer — brings calibration, pattern recognition, and judgement that businesses at this scale cannot afford full-time. The experience asymmetry favours the engaging business.

Pace of decision-making. Strong part-time FDs make decisions decisively during contracted time. They don’t defer everything to subsequent sessions, don’t revisit decisions endlessly, and don’t operate with full-time levels of deliberation. The decisive pace suits growing businesses where slow finance sometimes constrains commercial momentum.

Strategic focus. Without the gravitational pull of operational finance work, part-time FDs concentrate on strategic and high-impact contributions. The discipline of focus produces strategic value that full-time FDs sometimes miss because they can drift into operational detail.

Independence and challenge. Part-time FDs maintain enough independence from internal politics to challenge the CEO, founder, or executive team constructively. Internal staff sometimes can’t deliver this challenge because of relationship costs.

Speed to engagement. Part-time FDs are typically available faster than full-time FD recruitment processes — initial engagement within weeks rather than the months required for permanent appointment. For growing businesses where the need is current, the speed matters.

Transition flexibility. Part-time engagement scales — the business can increase to four days per week if work expands, transition to permanent appointment when scale justifies it, or reduce engagement intensity as systems mature. The flexibility matches the variable demand growing businesses face.

Network effects. Part-time FDs working across multiple businesses build networks — investor introductions, banking relationships, specialist advisor connections, sector knowledge. The engaging business accesses this network alongside the direct finance contribution.

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Why Fast-Growth Tech Firms Should Consider a Part-Time FD

Fast-growth tech businesses have specific dynamics that make part-time FD engagement attractive at specific stages.

Cash burn discipline. Tech businesses operating with venture or growth equity capital need disciplined cash management without the cost of full-time FD before scale justifies it. Part-time FDs experienced with VC-backed tech bring runway management, burn discipline, and investor reporting to the appropriate standard.

Investor reporting cadence. Once institutional capital is deployed, the reporting cadence steps up — monthly board packs, quarterly investor updates, KPI dashboards. Part-time FDs deliver this cadence without the full-time cost.

R&D tax relief. Most UK tech businesses claim R&D tax relief under the merged scheme (post-April 2024), with the ERIS pathway available for R&D-intensive loss-making SMEs. Part-time FDs with tech sector experience handle the claim discipline, contemporaneous documentation, and HMRC enquiry response that the regime now requires.

EMI share options. Tech hiring relies heavily on EMI option grants. Part-time FDs coordinate the EMI valuation, the agreement drafting, the exercise mechanics, and the HMRC reporting.

Cross-border revenue handling. Tech businesses sell internationally early, generating VAT complexity, currency exposure, transfer pricing considerations, and territorial tax issues. Part-time FDs with tech experience handle these dimensions fluently.

Fundraise readiness. Tech businesses raising every 18-24 months benefit from FD-level engagement through preparation, the fundraise itself, and post-round integration. Part-time engagement spans the cycle without the cost of full-time presence between rounds.

Scale transition. Tech businesses growing through scale phases benefit from FD-level senior finance leadership that scales with them. Part-time engagement at earlier stages can transition to fractional CFO at scale-up stage and then permanent CFO at full scale-up. The progression mirrors the business’s stage development.

For tech-specific FD context see our Fractional FD for UK Tech Companies.

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Onboarding Best Practices for Part-Time FDs

Part-time FD onboarding determines whether the engagement establishes well or struggles in the first months. Specific disciplines matter.

Clear scope at the start. The employment contract or letter of agreement specifies what the FD is responsible for, what reporting they produce, what meetings they attend, and what success looks like in the first 90 days. Vague onboarding produces drifting engagement; clear onboarding produces results.

Predictable working pattern. Fixed days each week, with availability for ad-hoc engagement between sessions defined explicitly. Predictability lets the team plan around the FD’s availability and prevents the friction of unclear engagement rhythm.

Direct CEO or owner relationship. Part-time FDs report at peer level to the CEO, owner or MD. Reporting through a more junior internal contact creates layers that the engagement doesn’t support.

Introduction to external relationships. Bank relationship director, audit partner, tax advisor, key supplier and customer contacts, insurance broker. The first 30 days include structured introduction so the FD can engage with each external party at appropriate seniority.

Information access. Full access to the business’s financial systems, historical financial information, banking platforms, payroll, tax records, and commercial information. Part-time FDs working with restricted information cannot deliver senior contribution.

Team meeting attendance. The part-time FD attends the same management and executive meetings full-time peers would attend, scheduled where possible on contracted working days. Where critical meetings fall outside contracted days, attendance is agreed individually rather than excluded by default.

Cultural induction. Even though part-time, the FD is integrated into the company culture — included in all-hands meetings, employee communications, social events appropriate to a senior role. The cultural integration produces the trust that the engagement depends on.

Quarterly review. The first quarter ends with structured review against agreed deliverables and discussion of any adjustment needed. Subsequent quarters maintain the rhythm. Engagements that drift without structured review tend to deliver less value than those with regular checkpoints.

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Setting KPIs for the Part-Time FD Engagement

Part-time FD engagements work better when success is measurable. Setting the right KPIs at the start gives both the business and the FD shared understanding of what good looks like.

Reporting quality and timeliness. Monthly management accounts produced by an agreed working day, with consistent format, with substantive commentary, with no material errors. This is the most basic FD deliverable and the foundation of everything else.

Cash flow accuracy. Rolling cash flow forecasts that prove accurate within agreed tolerance against actuals over the forecast horizon. Forecast accuracy demonstrates the FD’s grip on the business; persistent forecast inaccuracy signals weakness.

Audit experience. Audit completed on schedule, with minimal partner-level escalation, with audit fees within agreed range, with no material findings. Strong audit experience reflects strong FD work throughout the year.

Banking relationship health. Facility renewals on improved or maintained terms, no covenant breaches, banking communication received well by the relationship director. Banking relationship is one of the most visible markers of FD quality.

Cost reduction or revenue improvement delivered. Specific quantified contributions to financial performance through the engagement period. Direct savings identified, margin improvements supported, working capital released.

Compliance integrity. All statutory deadlines met, no penalties incurred, all regulatory and reporting obligations fulfilled. Compliance failures are visible markers of finance function weakness; consistent compliance performance is the table-stakes FD contribution.

Team development. Capability of the finance team improved over the engagement period — through hiring decisions, capability development, structural improvements. The FD shouldn’t just deliver work themselves; they should leave the team stronger than they found it.

Strategic contribution. Specific strategic decisions where the FD’s input shaped the outcome — pricing decisions, capital allocation choices, transactional engagement, commercial partner negotiations. Harder to quantify but demonstrably visible in the businesses that engage strong part-time FDs.

The KPIs are agreed at engagement start, reviewed quarterly, and form the basis of any compensation review or engagement extension discussions.

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Balancing Multiple Clients as a Part-Time FD

For part-time FDs who hold a second part-time role with another business, balancing the engagements requires deliberate management. The dynamics differ from full-time fractional engagement.

Contractual transparency. Both employers know about the other engagement at the outset, with the part-time contracts allowing the dual role explicitly. Concealing parallel employment damages trust if it later emerges.

No conflict of interest. The two businesses are not competitors and don’t have a commercial relationship that would create conflict. Part-time FDs are typically careful about which businesses they engage with on this basis.

Predictable scheduling. Days dedicated to each business are clearly defined and consistent. Tuesday-Wednesday at Business A, Thursday-Friday at Business B, with each business having Monday rotation or shared. Consistency lets each business plan around the FD’s availability.

Boundary discipline between clients. Information from one engagement doesn’t leak to the other; relationships built at one don’t get used inappropriately at the other; attention during contracted time at one isn’t diluted by the other’s needs. The discipline matters professionally and ethically.

Acceptable urgency interruption. Both businesses understand that genuine urgency at one may briefly require attention during the other’s contracted time. The interruption is brief and exceptional rather than routine.

Clear communication channels. Each business has clear protocols for reaching the FD between contracted days, with the FD’s expected response times. The clarity prevents frustration on both sides.

Most part-time FDs hold a single primary engagement rather than balancing two — the dual-role pattern is less common than fractional multi-client work where contracting arrangements naturally support several engagements simultaneously. Where dual part-time employment does work, it typically requires the discipline above.

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Enhancing Financial Reporting With a Part-Time FD

One of the most consistent value contributions of part-time FD engagement is the rebuild of financial reporting infrastructure. Most SMEs reach a point where their reporting has accumulated structural problems that are visible to the owner or CEO without being fixable by the existing finance team.

The rebuild typically covers:

Management accounts pack redesign. Most SME management accounts packs have grown organically over years, with sections added in response to specific questions, formats inherited from previous arrangements, and tables nobody actively uses. The part-time FD redesigns the pack around the decisions the business actually needs to make — fewer sections, better-structured commentary, KPIs that drive action.

Chart of accounts rationalisation. Chart of accounts that have grown without governance — too many accounts, inconsistent categorisation, legacy accounts unused. Rationalisation produces cleaner reporting with consistent structure that supports both operational and strategic analysis.

KPI definitions. Standard definitions for the metrics that matter — revenue, gross margin, EBITDA, customer count, headcount. Definitions that have been inconsistent get standardised, with documentation that prevents future drift.

Variance analysis substance. Variance commentary that says “revenue down 5%” without explaining why isn’t useful; variance commentary that explains the underlying cause and the recommended action is valuable. The part-time FD raises the variance commentary quality.

Forward-looking content. Reporting that’s purely backward-looking shows what happened; reporting that includes forward-looking analysis (forecast updates, scenarios, emerging issues) supports decision-making. Strong part-time FDs build the forward-looking content into the standard reporting cycle.

Commentary and narrative. The written narrative around the numbers — what’s working, what’s not, what management is doing about it. The narrative quality often matters more than the numbers themselves for Board engagement.

Consistency over time. Reports that arrive every month in the same format, on the same date, with the same level of substance. Consistency builds trust; inconsistency erodes it.

The reporting rebuild typically takes three to six months from engagement start to the rebuilt pack going into routine production. The improvement in management decision-making and Board engagement that follows is one of the most visible contributions of the engagement.

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How to Find a Part-Time FD

UK businesses seeking a part-time FD have several routes available, each with different economics and candidate access.

Specialist recruitment partner. Firms like FD Capital that focus specifically on senior finance recruitment, with networks of part-time and fractional FDs. Specialist partners maintain direct relationships with active candidates, understand the engagement model nuances, and conduct the matching against business context. Most successful part-time FD engagements come through this route.

Generalist executive search. Larger search firms that handle senior finance among other roles. Less specialist focus on part-time/fractional engagement specifically; sometimes weaker on the engagement model nuances; typically more expensive than specialist partners for FD-level appointments.

Direct network. Personal network introductions, accountancy firm referrals, professional body networking. Works for businesses with strong existing networks; less reliable for those without.

LinkedIn and online platforms. Direct outreach to FDs whose profiles indicate part-time availability. Time-intensive for the business; produces variable candidate quality without specialist screening.

FD networks and platforms. Specialist platforms aggregating fractional and part-time FDs. Useful for breadth of access but the screening rigour varies.

The right choice depends on business context — for material part-time FD appointments where mishire cost would be significant, specialist recruitment partners typically deliver better outcomes than DIY routes. For smaller, less critical engagements direct network or platform routes can work well.

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When You Need Part-Time, Not Full-Time

Part-time FD engagement is the right answer when specific conditions hold. It’s the wrong answer when full-time would deliver better.

Right when:

• FD work genuinely fits in 2-3 days per week — the business doesn’t need full-time presence to operate effectively
• Economics support the part-time fee but not full-time compensation
• Business stage suggests part-time scale-up to full-time eventually rather than full-time from start
• The right candidate prefers part-time engagement over full-time alternatives
• The team beneath the FD is capable enough that the FD’s part-time presence is sustainable

Wrong when:

• The business genuinely needs full-time FD presence — choosing part-time on cost grounds creates capacity gap that damages performance
• The team beneath the FD is weak, requiring continuous senior support that part-time can’t deliver
• An imminent major event (transaction, fundraising, restructuring) requires full-time finance leadership through completion
• The business culture requires senior leaders fully present, with part-time arrangement creating cultural friction
• Regulatory or governance requirements specify full-time senior finance presence

Honest assessment of which side of this line the business sits on saves both money and frustration. Businesses that should appoint full-time but choose part-time end up dissatisfied; businesses that should appoint part-time but choose full-time waste capacity.

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Engaging a Part-Time FD with FD Capital

FD Capital places part-time Finance Directors into UK businesses across SME, scale-up, mid-market, and family business contexts. We understand the part-time vs fractional distinction and structure each placement to suit the business’s preference and the candidate’s circumstances.

Our candidate network includes part-time FDs available for employed reduced-hours appointments, fractional FDs operating through personal service companies, and FDs who can flex between models depending on the engagement. We match candidates based on sector experience, stage compatibility, owner or CEO working style, and the specific engagement model the business prefers.

Adrian personally oversees senior part-time FD placements and conducts candidate screening for material appointments. Initial introduction typically within 48 hours for urgent requirements; 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 a specific part-time FD requirement.

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Related Reading

• Part-Time FD Across Sectors — sector-specific part-time FD context (e-commerce, regulated, services)
• Part-Time CFO: Value, Cost, ROI and When to Hire — the CFO-level equivalent for larger businesses
• Fractional CFO Cost, Pricing and ROI — the contracted alternative engagement model
• Fractional FD for UK SMEs & Startups — fractional alternative for SMEs
• Fractional FD for UK Scale-Ups — fractional engagement at scale-up stage
• Fractional FD for UK Tech Companies — tech-specific FD context
• CFO vs Finance Director — seniority tier distinction
• Finance Leadership Recruitment & Hiring — senior finance recruitment more broadly
• Financial Controller Recruitment: UK Guide — the operational finance role beneath the FD

FD Capital Recruitment Services

• Part-Time FD — part-time employed FD recruitment
• Fractional FD — fractional Finance Director recruitment
• Interim Finance Director — time-limited full-time FD cover
• Finance Director Recruitment — permanent FD search
• Part-Time CFO — part-time employed CFO recruitment
• Fractional CFO — fractional CFO recruitment
• CFO Recruitment — permanent CFO search
• Financial Controller Recruitment — operational finance role recruitment

External References

• ICAEW — professional body for Chartered Accountants
• HMRC — UK tax framework for employed and contracted engagements
• HMRC — Off-Payroll Working (IR35) — IR35 framework relevant to fractional engagement
• Employment Rights Act 1996 — UK employment rights framework relevant to part-time employment
• Companies Act 2006 — director duties applicable to all FD appointments

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