The conversation around skills shortages in manufacturing isn’t new, but it’s definitely changing. For years, it’s been focused on engineering, production and technical roles. And those shortages are still very real. But what’s becoming more obvious now is that the same challenge exists within finance.
Businesses aren’t just struggling to find people. They’re struggling to find the right type of people, and in finance that gap is becoming more defined.
It’s not just a shortage; it’s a shift in what “good” looks like.
Traditionally, a strong finance team in manufacturing was built around solid technical accountants.
People who could report accurately, control costs and keep everything running as it should. That’s still important but it’s no longer enough. What businesses now need are individuals who can interpret the numbers, influence decisions, and operate much closer to the heart of the business, that’s where the gap is.
The rise of the Finance Business Partner
One of the biggest shifts over the last 10 years has been the rise in demand for Finance Business Partners.
In many ways, this is an evolution of the old-school cost accountant, but the expectation is completely different. It’s no longer just about understanding the numbers it’s about:
- Influencing operational decisions
- Challenging assumptions
- Working closely with production and commercial teams
- And translating financial data into meaningful action
These are the people who can sit in a meeting and not just explain what’s happened but help shape what happens next, but the challenge is, there aren’t enough of them because it requires a combination of skills that don’t always come together easily.
Strong technical grounding + real manufacturing experience + commercial awareness + the confidence to influence = A very specific profile.
Financial and reporting expertise still matters, but the blend is harder to find
Alongside the shift towards more commercially focused roles, there is still a clear shortage of strong financial accounting capability. By that, I mean people who are confident in the technical detail:
- Financial reporting and compliance
- IFRS and statutory requirements
- Audit and controls
- Group reporting and consolidations
In many businesses, particularly SMEs, parts of this can be outsourced. But in larger or more complex organisations, or where growth and investment are involved, that expertise still needs to sit within the business.
What we’re increasingly seeing, though, is that while these skills exist, they don’t always come with the commercial awareness or operational understanding that businesses now need alongside them and that’s where the challenge sits.
Because you’re no longer just looking for strong technical capability, you’re looking for individuals who can combine that with a broader, more commercially aware mindset.
Digital and systems capability is becoming essential.
Manufacturing is evolving quickly, as are all industries. Automation, AI, new systems and better data are all changing how businesses operate, and finance is right in the middle of that. The problem is, many finance teams haven’t fully caught up.
There’s increasing demand for people who can:
- Work confidently with ERP systems
- Improve reporting and automation
- Interpret large volumes of data
- And support digital transformation projects
At the same time, manufacturers are competing with other industries for that same talent, particularly in data and technology roles, which is making hiring even harder.
Experience is walking out of the door
Another challenge that doesn’t get talked about enough is the ageing workforce.
A significant proportion of experienced professionals are approaching retirement, particularly within engineering and manufacturing environments, creating a growing experience gap. That knowledge isn’t always being replaced at the same pace. And in finance, that can mean losing people who truly understand how a manufacturing business operates, not just how it reports.
So how are businesses adapting?
The businesses navigating this best aren’t just trying to hire their way out of the problem, they’re adapting.
We’re seeing:
- More investment in developing internal talent
- Finance teams becoming more integrated with operations
- Increased focus on systems and automation to reduce manual work
- And more flexible hiring approaches to access a wider talent pool
There’s also a clear shift towards hiring for potential, not just experience.
In a market where the skills gap is widening, the “perfect” candidate often doesn’t exist. The businesses getting this right are the ones willing to look beyond what someone has done on paper and focus on how they operate.
People who show:
- The right attitude and initiative
- The ability to influence and build relationships
- And the curiosity to understand the business beyond finance
In manufacturing finance, those behaviours often determine success just as much as technical capability. What this means in practice is that hiring has become far more nuanced.
Hiring is no longer just about filling a role on paper you think you need, it’s about understanding:
- What the business actually needs
- Where the gaps really are
- And what combination of skills will add the most value
Because while that “perfect” candidate is rare, the right one, with the right blend of capability, attitude and potential, absolutely exists.