When finance starts creaking, most directors hire. And somehow, despite all the new hires, the problems still don’t go away.

When a finance function starts creaking, the instinct is usually the same:

“Let’s hire someone.”

First, a finance manager. Then a payroll assistant. Then an admin to support them both.

But somehow, despite the new hires, the problems don’t go away.

Reports are still late. Cashflow is unpredictable. The numbers still don’t make sense.

Why? Because headcount isn’t the root issue.

1. The first hire is expected to do everything

One person can’t effectively manage bookkeeping, payroll, reporting, cashflow forecasting, and compliance – especially in a growing, multi-site business.

Even if they’re competent, the workload becomes unmanageable fast.

2. People are added before the system is built

Without defined processes and clear responsibilities, new hires are dropped into disorganised workflows.

That doesn’t fix the chaos – it magnifies it.

Tasks are duplicated, missed, or constantly reworked.

3. You create “people problems” on top of finance problems

Hiring too early introduces sick leave, training, management overhead, and performance issues – without solving the underlying structural issues.

You end up managing a team instead of fixing the finance.

The order matters.

Build the structure – then add the people.

Because throwing bodies at broken processes rarely gets the result you need.

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