Pure UK Tax Salary Survey 2014

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UK Tax Salary Survey 2014In association with Tax Adviser, Taxation and Tax Journal

As we close in on Q4 we are delighted to have Pure Search produce their annual Salary Survey, to help Taxation’s readers understand what is happening in the tax recruitment market. We are very pleased to be able to share these insights with you once again.

Having talked last year about the “greenish tinge”

to the previously brown and barren landscape,

this year there have been more green shoots

than on a carefully prepared England test match

wicket. Companies have, in many cases, reported

higher profits – but there have also been more

profit warnings, mainly affected by adverse

currency movements. It feels like there is still some

turbulence ahead before we reach truly clear skies.

One patch of turbulence will be the Scottish

independence referendum. As I write, the vote is

still a few days away. If Scotland votes yes, a great

deal of work needs to be done in tax to sort out

the implications. But even if it votes no, the powers

already given to Scotland to control elements

of its own taxation are likely to have significant

ramifications in the future.

So, is there still a demand for tax professionals?

Of course there is. And the Pure Salary Survey will

let you know exactly what that demand is in the

sector and level of expertise that is relevant to you.

Mike Truman Editor of Taxation MagazineLexisNexis

This is Pure’s 12th Salary Survey of UK in-house Tax professionals across the commerce & industry, professional services and financial services sectors.

With the changing economic climate and the significant commentary we receive on compensation, we felt it would be timely and pertinent to draw together information from our own network and independent responses to provide a complete view of the current market.

This survey makes comparisons across all sectors, from Tax Manager to Head of Tax, providing a fully comprehensive and up-to-date report of current levels of remuneration and market trends.

Our intention is to allow tax professionals to understand how they are positioned and to equip Heads of Tax with the necessary market intelligence to retain and attract top talent.

We would like to thank all those who have contributed to the survey and show our gratitude to all our clients who remain loyal to Pure and continue to engage with us during tougher economic times.

Ewen Burns Managing Director Pure Search

Pure was established in 1999 and is the UK’s leading tax recruitment firm, a market positioning which reflects the expertise and knowledge of our consultants. This, in conjunction with the strength of our network, has enabled us to partner with the vast majority of the FTSE 100, all the major banks and the Big4, ensuring they have access to the best talent for their businesses.

Our consultants are sector focused as well as specialists in the different tax disciplines, across both permanent and interim recruitment. This ensures that every solution provided is bespoke. With dedicated teams in London, Hong Kong, Singapore and New York, Pure provides expert support to overseas multinationals across the UK, EMEA, Asia-Pac and North America.

Market Overview

UK Market summary

Official figures published by the Office for

National Statistics in mid 2014 indicate that the

UK economy has emerged from six years of lost

growth to return to its pre-crisis peak. UK GDP has

been steadily rising over the past 2 years, reflected

in a 3.1% lift in Q1 2014 compared to the same

quarter 12 months before. The UK economy is in

fact now bigger than before the financial crash

and, encouraged by this growth, market sentiment

is largely positive.

Effects on the Tax Market

Businesses are responding to this increased market

confidence by making mid to long term plans, a

shift away from the reactive policies of the financial

crisis. The continued stability should ensure that

not only will it be possible to fully execute these

plans, but also that the predicted profits, monetary

and other, will most likely come to fruition.

Whilst this is the case the current market conditions,

particularly within tax, should not be over

emphasised. The strategic plans implemented by

businesses have brought about a steady increase in

turnover but often to the detriment of the bottom

line, where growth has been relatively benign. The

restructuring and transformation projects have

meant heavy expenditure and therefore, in the short

term at least, profits have not been as healthy as

expected in many cases. This is illustrated by the

high number of profit warnings seen in Q1 and Q2

of 2014, proving that the recovery of the economy

should be approached with caution. However, this

is only in the short term, with the benefits of these

mid to long term plans expected to be felt in the

next 2-3 years.

The intense media scrutiny instigated by the

financial crisis has resulted in the prominence of

reputational risk, the heart of which is tax. Tax

professionals must tread the fine line between

satisfying shareholders and ensuring the ‘fair

share’ of tax is paid. This has prompted a real

push to market total tax contributions, thereby

ensuring a holistic presentation of each company’s

tax payments, rather than solely Corporate

Tax. In line with this, authorities are continually

more unyielding with regard to systems and risk

management where the reform is creating further

burden and workload around reporting and

compliance. Inevitably, legislation around BEPs

and country by country reporting will be used by

authorities as a tool to look into the ‘black box’ of

the corporate world, ensuring the GAAR is being

followed. All of this is anticipated to create further

pressure on the tax community.

Outlook for 2014/15

Economists forecast that the recovery experienced

over the last 12 months will continue throughout

2014/15, with some predicting that by 2020 the UK

could overtake France to become the fifth largest

global economy. With all major industry sectors

displaying growth trends, and an ever declining

unemployment rate, market confidence and thus

investment is expected to increase. The resultant

growth in the UK economy to larger than its

pre-recession size means that the outlook for

2014/15 is positive.

Head of Tax

As the tax landscape continues to change and the business environment adapts to an improving economy, the last 12 months has seen a further heightening in the profile around tax. In a matter of years it has risen to the top of many agendas, be it governments, media or business leaders and accordingly Heads of Tax have had to respond to this attention.

Multinational companies are increasingly being challenged on their tax strategies in this new era of transparency and accountability. As we see little respite in the public’s interest on a ‘fair share’ of tax being paid, companies can no longer merely stick to the letter of the tax law and ignore other considerations.

The corporate strategy and tax policy being adopted by a company plays a big part in the Head of Tax’s role and, in turn, the way in which their team is structured. That said, the general consensus now is to provide effective risk management and operational business support while also presenting commercially viable tax solutions. Engagement with the Board, stakeholders and external authorities, including organisations like the OECD and tax activists, all now play a greater part in the remit which the Head of Tax has to undertake as they balance the interests of their shareholders with the risk of controversy.

All of this has brought about several drivers around recruitment at the Head of Tax level in the last 12 months:

- There have been a number of cases where established Heads of Tax have expanded their remit taking on responsibility for areas such as Treasury, Regulatory Capital and/or Financial Planning. With this, several have made the move out of tax altogether, resulting in the need to hire a replacement.

- Corporate activity in the private space has created the need for first-time Heads of Tax to be brought on to take them through an IPO and/or manage increasing demands around corporate governance. We have also seen a reasonable amount of inbound (to the UK) activity where the creation of a regional principal Head Office has resulted in the top-down build out of tax departments.

- Many businesses in the mid-cap space have looked at the seniority of their tax lead and in some cases appointed someone at a more senior level to add a greater level of strategic input.

These changes have had a bearing on compensation movement over the last 12 months, where again we have seen a marked rise in compensation levels for Heads of Tax.

Salary Analysis

Average Base (£) Average Bonus (£) 2014 Range

2013 2014 2013 2014 Base (k) Bonus (%)

FTSE 20 227,586 243,154 128,495 129,992 180 - 340 50 - 120

FTSE 100 152,200 161,798 54,333 57,237 150 - 240 30 - 70

FTSE 250 131,250 144,625 36,667 39,859 120 - 180 20 - 60

Overseas Multinationals 150,182 154,267 32,460 33,618 130 - 220 20 - 60

Banking 220,548 228,588 107,636 110,288 190 - 380 50 - 120

Financial Services 166,326 175,231 61,395 78,766 140 - 280 40 - 100

* These figures relate to Heads of Tax with a global remit or substantial regional responsibility. 76% of Heads of Tax received a salary increase with an average of 5.7%

Banking figures relate to Managing Director level and above

As part of a compensation structure, we have seen considerable variance in how much bonus is deferred and whether it is in cash or stock. Car allowance at this level is typically £11,000

There are anomalies outside these bandings where exceptional compensation structures apply

Salary Analysis FTSE 100 Head of Tax’s Commentary on the Market

What do you see as the biggest trends affecting the tax world over the next few years?

The focus of tax authorities worldwide is changing, and we are seeing a continuing increase in both the ability of tax authorities to pursue what they see as underpaid tax and their appetite for proactively and aggressively seeking to do so. This in turn brings multiple challenges, with in-house teams having to gear up to manage both the increased tax compliance burden this inevitably entails and to grapple with the increasing and inherent tax risk that will pervade their activities around the globe.

How is this impacting on your role and the way Heads of Tax are ensuring that their teams are ‘fit for the future’?

The role of the Head of Tax has changed forever, and global organisations that fail to grasp this risk significant and unexpected tax liabilities across the markets in which they operate. Not for some time has it been head down, focusing on finding a path through often tortuous legislation to minimise, often at will, the tax liability faced by the organisation for which they work. But it is now even more a fundamental truth that the Head of Tax must step out of the tax technical environment that they and their predecessors might have inhabited, and embrace head on commercial realities, pragmatism and a more contentious and uncertain world.

Have you seen the perception of tax change within the commercial environment?

Tax is no longer the preserve of a small group of individuals largely ignored by the business at large. More and more organisations are recognising the considerable value their tax teams bring to the table, if not in pure financial terms but in the way they protect the organisation from potentially significant reputational harm.

How have you seen the relationships a Head of Tax has at Board level change over recent years?

Jolted by continuing media reports into tax avoidance and by big business not paying its ‘fair share’ of tax, Boards have at last woken up to the important role the Head of Tax plays within an organisation, not just in terms of minimising both the tax liabilities and tax risks faced by the business, but also in effectively briefing them ready for questions from the media and investors alike which might otherwise catch them off guard. Never before has the role of a Head of Tax been so highly valued by senior management, and leadership teams are now increasingly questioning whether they have the right tax leader on board.

Head of Department

Average Base (£)

Average Bonus (£)

Investment/ Retail Bank 220,548 107,636

Oil & Gas 173,333 66,667

Private Equity 165,717 65,444

Asset/ Fund Management 167,667 60,754

Insurance Companies 166,783 57,333

Basic Materials 162,835 60,212

Industrial 161,667 60,352

Consumer Goods 161,333 54,727

Engineering & Construction 157,815 45,770

Consumer Services 155,218 45,227

Travel & Leisure 151,908 47,531

Utilities 152,333 45,626

Technology 145,257 46,300

Property 144,213 47,220

Media 144,852 42,019

Pharmaceuticals & Healthcare 142,667 43,167

Telecommunications 140,333 43,502

Tax Director

There has been a knock on effect to the Tax

Director through the changes in the role being

carried out by today’s Head of Tax. The headroom

created by Heads of Tax focusing more on strategy

and policy, which is consequently meaning heavier

interaction with fiscal authorities and the Board,

has presented the opportunity for their number

2s to step into the breach. Correspondingly, Tax

Directors are now being relied on more heavily to

take an operational lead on specific areas of tax,

projects and/or territories.

This in turn requires them to partner with the

business to a greater extent than perhaps carried

out in the past. The input at strategic level and

expectation to act as a pseudo Head of Tax for

their area has required the Tax Director to take a

more substantial lead on issues around dispute

resolution, risk management and audit settlement.

We are seeing many of the larger teams across the

FTSE and Fortune going through varying degrees

of change as they “right size” for the future. This is

largely driven by the demands put upon in-house

teams through a changing business environment

and tax agenda, which are quite different to those

dealt with in the past. Tax Directors are taking a

very active role in driving this change through

effective talent management, reskilling of team

and assessing what work is kept in business and/or

service centre.

Unsurprisingly, Heads of Tax are also being tasked

with this, where the onus on talent attraction and

management is taking centre stage in creating a

world class function. The Tax Director is looked

to for succession planning where part of the

“grooming” process is to ensure they are equipped

with the tools, both technical and commercial, and

leadership qualities to do the top job.

Salary Analysis


2013 2014 2013 2014 Base (k) Bonus (%)

FTSE 100 140,482 152,335 42,763 44,839 130 - 220 30 - 60

FTSE 250 119,286 122,718 36,429 36,863 90 - 160 20 - 40


Banking 150,151 158,792 61,223 68,750 120 - 190 30 - 80


* Car allowance at this level is typically £7,500


The last 12 months has seen a continued rise in demand

at the Senior Manager grade across all areas of the market,

commerce & industry, financial and professional services.

As the market improves at the most senior of levels

and newly appointed Heads of Tax start to implement

changes across their leadership team, opportunities

have arisen for those at the senior manager level of the

market. Businesses are now looking more than ever at

their “bench strength” in tax where sourcing top-tier

Senior Managers has been the most effective means of

upskilling and bolstering their in-house capability.

Similarly, as the UK economy emerges from recession

and the stock market pushes higher, companies

have been rushing to the UK to list. The ever

increasing profile of tax combined with the focus on

risk management has generated a host of exciting

opportunities for first time tax hires in-house, with the

Senior Manager level of the market being targeted

as a fantastic talent pool. Those candidates with a

bandwidth of technical experience spanning the

compliance, reporting and tax advisory spectrum have

subsequently found themselves in a strong position.

As businesses continue to push towards a more systematic

and risk-controlled environment, candidates with a strong

tax accounting background and a hands on approach to

their work are well positioned for the future. As a result there

have been a number of senior compliance & reporting

roles being created together, with more businesses leaning

towards a greater reliance on their business service centre.

However, professional services firms are predicting a more

acquisitive year ahead, and this forecasted increase in M&A

activity will further drive the demand for individuals at the

Senior Manager grade with a strong tax advisory skill set.

As competition for top talent continues to increase in

line with the positive growth we have seen so far over

the course of 2014, employers are now, more than

ever, having to dig deep to secure and retain the future

leaders of tomorrow.

Senior Manager Corporate Tax

Salary Analysis


2013 2014 2013 2014 Base (k) Bonus (%)

FTSE 100 92,463 93,689 28,763 34,526 75 - 110 25 - 50

FTSE 250 89,242 91,010 21,404 27,052 70 - 100 20 - 40

Overseas 90,318 92,844 16,095 19,750 70 - 110 20 - 50

Banking 96,439 96,784 30,714 35,789 80 - 120 25 - 60


* 72% of Senior Managers received a base salary increase with an average of 4.8%

Car allowance at this level is typically £6,500


Senior Manager Corporate Tax

Manager Corporate Tax

Competition for in-house Manager positions has

increased since 2013. Renewed confidence in the

economic environment has led to a steady demand

for individuals at this level. The FTSE 100 firms have

led the hiring for Managers, assessing their talent

pipelines with a view to attracting future leaders

with significant development potential.

The majority of positions have required individuals

with compliance and reporting skills. However,

there has been a notable upturn in the number of

roles with a pure advisory and/or project focus at

the Manager grade. This development provides

another positive indicator as to the health of the

economy and also the quality of work that is being

managed by group tax functions as more of the

reporting work is farmed out to service centres.

As the interest in tax is set to remain high at board

level, it is imperative that tax teams effectively partner

with business, where commerciality and effective

communication skills to a multitude of stakeholders is

the focus. This need has trickled down to the Manager

grade, with interviews evaluating applicants’ ability

to balance commercial and operational business

demands with practical considerations.

Correspondingly, we have seen this level to be the

most transient pool in the market, where there has

been a steady flow of tax professionals moving out of

the profession looking to gain commercial experience

in-house. Along with this, for those who have already

transitioned in-house there has been greater appetite

to look laterally and explore positions at a similar level

where the path for promotion is clearer.

Wage inflation has been moderate however at this

level companies have demonstrated a willingness

to go outside their pay bandings to secure the

highest calibre candidates.

Salary Analysis


2013 2014 2013 2014 Base (k) Bonus (%)

FTSE 100 66,321 67,647 12,638 14,052 60 - 75 10 - 30

FTSE 250 64,868 66,165 12,641 13,601 60 - 72 5 - 10


Banking 74,528 76,019 12,854 12,985 58 - 80 10 - 30


* Managers received the lowest average base increase with c28% not receiving an increase at all.


There has been continued demand for Human Capital

tax professionals throughout 2014 so far. This has been

driven by numerous factors including unprecedented

changes in the way Directors’ remuneration is

formulated and disclosed, global mobility playing a key

role in talent management and UK businesses facing

increasing employment costs due to higher income

tax and NI. As a result, Human Capital issues are very

much still a key concern and this has led to increased

workloads for both advisors within the profession as

well as in-house tax and HR functions.

Audit rotation has created lucrative business

opportunities especially for the larger accountancy

firms, meaning that competition remains between them

to attract talent. There is a general skill shortage for

expatriate tax, employment tax and reward professionals

but it is also the challenges surrounding retention of

employees that has come under scrutiny.

In response, firms have looked to fully utilise their

own global mobility functions, training and employee

engagement models. Diversity and inclusiveness also

continues to be high on the agenda. Early indication is

that the buoyant market can only have a positive effect

on salaries, bonuses and promotions.

Opportunities for in-house tax professionals

have been predominately within the oil & gas and

financial services sectors at the Assistant Manager/

Manager level. There have been more in-house

tax professionals looking to move back into the

profession with variety, structured career progression

and financial reward cited as the key drivers.

With most organisations viewing their employees as their

main asset, how employees are retained, motivated and

engaged to align with business strategy and shareholder

goals is paramount and will no doubt continue to fuel

growth within the Human Capital market.

Human Capital

Salary Analysis


2013 2014 2013 2014 Base (k) Bonus (%)

Head of Human Capital 115,490 145,260 19,320 31,957 140+ 20+

Director 102,782 108,902 12,435 28,080 90 - 140 5 - 30

Senior Manager 81,250 99,876 9,430 11,986 72 - 105 5 - 15

Manager 63,274 65,455 7,364 5,280 53 - 68 0 - 10

Assistant Manager 50,738 51,340 2,915 4,107 35 - 55 0 - 10

* 74% of Human Capital respondents received an increase in either salary or total compensation with an average of 5.4%


Human Capital

Transfer Pricing

Transfer Pricing has remained prevalent in 2014, a

continuation of the trend set in 2013 which has seen

an unprecedented amount of public discussions

on methods used by multinationals to reduce their

tax charge. Consequently HMRC have secured

an additional £4.1 billion of revenue since 2008

through challenging Transfer Pricing arrangements.

Furthermore, the OECD’s base erosion and profit

shifting (BEPS) project, commissioned by the G20, has

now taken centre stage in global Transfer Pricing. With

a final deadline set for September 2015, nothing has

been decided. Hence, a hotly debated topic amongst

Heads of Tax and Advisors surrounds how to “future

proof”, or forward plan in line with how the final

guidelines will impact their business and tax structures.

As a result of this, Supply Chain and Transfer Pricing

issues are a prominent focus within businesses which

has led to many multinationals, particularly within the

FTSE 100, embedding their Transfer Pricing capability

within their international tax functions to increase visibility.

Candidates with a hybrid of International Tax and Transfer

Pricing skills are therefore highly sought after. There has

also been an increase in demand from US multinationals

for senior Transfer Pricing professionals to locally take

a lead on advance pricing agreement and audits. All

of this has led to the profession looking to increase

their advisory capability around Transfer Pricing at all

levels both for demands from clients now and for the

upcoming impact from BEPS.

As more International Tax professionals turn their

focus to operational business issues and in turn gain

more Transfer Pricing experience, it is anticipated that

the talent pool in this area will increase over coming

years. However, as it stands the demand in-house

and within the accountancy firms currently outstrips

the supply of candidates available at all levels.

Correspondingly we are seeing a premium being paid

for specialist knowledge in this area.

Salary Analysis


2013 2014 2013 2014 Base (k) Bonus (%)

Head of Transfer Pricing 125,237 131,573 24,537 27,736 110 - 150 15 - 40

Director 107,113 111,376 18,171 22,647 90 - 115 10 - 25

Senior Manager 87,120 88,482 15,997 18,475 70 - 90 10 - 20

Manager 69,159 69,175 13,871 14,678 55 - 70 10 - 15

* There are anomalies outside these bandings where exceptional compensation structures apply

As one of largest contributors to organisational

cash flow, and with tax authorities adopting a more

aggressive stance, Indirect Tax remains a high priority

for multinationals and smaller enterprises alike. As a

result, role creation has remained strong throughout

2014, with continued investment in Indirect Tax

specialists a key focus. The weight of these roles

has shifted towards operational advisory projects,

with an emphasis on compliance streamlining and

tax systems implementation a top priority for many

Indirect Tax functions.

The biggest barrier to Indirect Tax recruitment has

been the relative lack of trained talent available on the

market. Driven by buoyant job creation, both through

the expansion of in-house and practice teams, hiring

managers are limited by the talent available.

This effect is most evident in the already narrow

Assistant Manager and Manager talent pool. The

sustained demand for VAT specialists has led to

continued increases in remuneration, with aggressive

counter-offering becoming more common place.

As we enter the latter half of the year, scrutiny

of Indirect Taxes will remain high and, with it,

the impetus to hire. Upcoming changes to place

of supply rules in 2015 across the EU will drive

continued demand. We expect the number of

temporary and contract roles to increase significantly

over this period, particularly as organisations struggle

with the increased compliance workload from the

change in legislation.

Indirect Taxes

Salary Analysis


2013 2014 2013 2014 Base (k) Bonus (%)

Head of Indirect Tax 115,326 118,234 26,771 29,452 100 - 175 15 - 40

Director 111,374 112,850 22,347 24,112 90 - 120 15 - 30

Senior Manager 82,234 84,312 13,100 13,852 70 - 110 12- 20

Manager 63,743 64,954 8,321 8,642 58 - 80 10 - 15

* There are anomalies outside these bandings where exceptional compensation structures apply

Professional Services Corporate Tax

Demand from the advisory firms picked up significantly

over Q3 and Q4 of 2013, driven by an improved

economy, substantial legislative change and a reduction

in recruitment during the years of the financial crisis.

This year has seen the hiring plans announced at the tail

end of 2013 by numerous firms (driven by the Big4) well

under way with the natural movement to transition in-

house on the increase. Equally prominent is the trend to

move between each Big4 and mid-tier firms. This latter

change is due to a multitude of factors, most notably,

a shortage of key skill sets which has seen direct

competitors offer a premium for certain profiles, the

opportunity to gain a promotion through moving within

the sector and the opportunity to transfer technically or

change client focus.

To date growth areas and therefore skills that are

business critical for firms include Tax Technology,

International Tax Structuring, M&A, Operational Taxes,

Fund Structuring, Tax Litigation and Tax Controversy.

All of the above has helped the bottom line salaries

for tax professionals within the profession move in

an upward trajectory, meaning that the professional

service firms offer a compelling alternative to tax

professionals considering the in-house market.

The profession is adapting to this change at

different rates and, importantly, the reasons for

leaving many have given in previous years are

certainly being mitigated. The advisory market is

at the forefront of helping the UK economy adapt

to intense legislative pressure, of assisting start-

up companies to create and develop strategies

in a growth market, advise businesses on Tax risk

mitigation and help on numerous acquisitions

and mergers occurring during 2014. The technical

work now on offer, allied with excellent training

and development programmes within this market,

has allowed it to turn the corner and attract the

brightest and commercially minded individuals

who see the opportunity to capitalise on the

growth within the market.

Salary Analysis


2013 2014 2013 2014 Base (k) Bonus (%)

Director 122,826 140,603 19,360 28,152 120 - 180 0 - 20

Senior Manager 82,167 90,470 8,305 13,546 72 - 110 0 - 15

Manager 60,392 65,422 3,080 5,854 54 - 70 0 - 15

Assistant Manager 44,023 46,151 893 2,781 43 - 54 0 - 10

* Average total comp at Partner level typically ranges from £300k- £1.5m


In the past 12 months Pure has successfully recruited over 120 interim tax roles in 90 different companies.

This represents a 30% increase in the number of roles registered this year compared to last year. Companies are

running a quick and efficient hiring process to recruit the best talent in the interim market. 65% of temporary and

contract roles have a duration of over 6 months and 40% have converted from a temporary to permanent hire.

The calibre of candidates available on the interim market

is high and clients’ expectations have risen accordingly.

Fundamentally, the type of professional sought for in-house

teams is changing. To ensure they are in demand, tax

professionals must possess a wide range of skills and a

holistic commercial understanding, for example the ability

to communicate complex issues clearly across the business,

from board members to overseas functions. There has

been a notable increase in the number of high level project

roles since the start of 2014, focused on areas such as

International tax, Transfer Pricing, process improvement and

transformation. Candidates typically sought after are those

who have come from leadership roles in the Big4 or in-house.

The calibre of candidates available for these projects has in

turn driven the use of an interim over a secondee option,

which offers a more cost effective solution alongside an

impartial consultant with commercial experience.

Approximate cost comparison

Interim Vs Secondee

6000

5000

4000

3000

2000

1000

0

cost

pe

r w

ee

k (£

)

Weekly charge rates* Figures based on a survey of FTSE 100/250 businesses in 2014

Mid Level Senior Level

Flexibility Work/ life balanace

Variety of work

73% 49% 33%

Flexibility 73% of our respondents cited flexibility as one of the main motivations to work as an interim.

Better work/ life balance 49% of our respondents cited better work/ life balance as one of the main motivations to work as an interim.

Variety of work 33% of our respondents cited variety of work as one of the main motivations to work as an interim.

Interim

Secondee

Key Findings

Top motivations for working as an interim

Client Motivation for hiring

16% Extra workload

25% Maternity cover

34% Project work

14% To cover whilst the permanent

hire process take place

11% Seasonal demand

Interim

Senior Management Team

Chris Nelson Joint CEO

Chris established Pure Recruitment Group in 1999 and has a leading reputation in tax recruitment.

He has been responsible for some of the highest profile and most senior moves in the last decade.

Specifically Chris handles partner and team moves in the profession and director level assignments in

commerce and banking.

+44 207 429 4474 | [email protected]

Charles Ferguson Joint CEO

Charles established Pure Recruitment Group in 1999. He specialises in recruiting senior level tax

professionals across the banking, practice and commercial sectors. Charles has 18 years’ experience

undertaking executive search and selection assignments at partner, director and senior management

levels.

+44 20 7429 4443 | [email protected]

Ewen Burns UK & International Tax

Ewen focuses on recruiting at the senior level across all sectors of the tax market. Since joining in

2002, he has built strong relationships with an extensive number of FTSE-listed, financial services and

overseas organisations. Ewen joined Pure as a qualified tax adviser gained from four years at KPMG.

+44 20 7429 4468 | [email protected]

Dalia Jennings Interim Tax

Dalia joined Pure in 2004 and heads up the Interim Tax team, recruiting primarily at Senior Manager

and Head of Tax level across commerce and industry and financial services.

+44 20 7429 4426 | [email protected]

Marisa Hari EMEA Tax

Marisa joined Pure in 2005 and following six years in the UK market, established and leads our EMEA

team. Marisa delivers on assignments across the region, with a particular focus on senior Transfer

Pricing & Indirect positions.

+44 20 7429 4421 | [email protected]

Lorna Myles Interim Tax

Lorna specialises in the placement of Corporate Tax professionals within the oil & gas, FMCG, retail

and real estate sectors on a temporary and contract basis.

+44 20 7429 4464 | [email protected]

Una Ward Professional Services Tax

Una specialises in the placement of tax specialists, at all levels, into the professional services market. She

has over 7 years’ finance recruitment experience and prior to joining Pure, Una specialised in placing fully

qualified accountants into back and middle office roles across financial services.

+44 20 7429 4415 | [email protected]

“ By taking the time to understand the role and business priorities, Pure were able to put forward a number of great candidates and ensure we were able to get the right individual quickly and efficiently. In particular their calm, intelligent approach eased the recruitment process tremendously.”

Head of Tax, Travelex

“ It was a pleasure working with Pure on a recent search for a Senior Tax Manager. Pure’s understanding of the skill sets (both technical and non-technical) that were required for the role enabled them to vet candidates effectively prior to presenting them to me. As a result, I was able to focus my time and energy on a short-list of only well-qualified candidates.”

Tax Director, Smiths Group Plc

“ Pure delivered an excellent service to us. They got the person we wanted, when we wanted them, at the right rate. Pure were proactive, without being aggressive and I wouldn’t hesitate to use them again.”

EMEA Tax Director, BHP Billiton

“ Pure has been instrumental in assisting us to build our European Tax department. Their strength is in listening to the requirements and characteristics and they execute on them using what appears to be an exceptionally good network. In delivering the key requirements they communicate very well and on a timely basis.”

European Tax Director, AIG

“ Pure has unique insights into the tax market which makes working with them both interesting and effective. As a result, we have been pleased with our projects with Pure and look forward to continuing to work with them in the future.”

Tax Director, Barclays

Testimonials

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UK Tax Salary Survey 2014

Pure UK Tax Salary Survey 2014

Documents

Transcript of Pure UK Tax Salary Survey 2014