FMCG

The FMCG sector is an ever-changing landscape and continues to draw huge investment from both the UK and overseas. As consumers habits, diets and activities develop to become what they are today, we see a reflective shift in production and product development from manufacturers and brand owners. Creating a diverse market built for high-growth and opening the door to newcomers every year who wish to challenge the status-quo whilst developing their own new trends and initiatives.

At HedgerWay, we understand the role we can play in helping to shape finance and leadership teams across the FMCG space. Focussing our attention and energies on supporting the sector, our client base includes; consumables, non-consumables, pet products, start-ups, scale-ups, PLCs and private equity-backed businesses.

Recent mandates include;

  • CFO – PE backed snacks business
  • Group Finance Director – Manufacturing business
  • Group Financial Controller – AIM construction business
  • Finance Director – PE backed services business
  • Deputy CFO – Owner managed retail business
  • Interim Finance Director – Retail business
  • Interim CFO – Aviation business
  • Interim Financial Controller – PE backed distribution business
  • Interim Director of Finance – SAAS business
  • Interim Head if Finance – Tech start up business

In addition to permanent placements, we specialise in Interim roles as well as Tax & Treasury recruitment within the FMCG sector. This ensures businesses have access to experienced interim professionals and specialised tax and treasury expertise to support both short-term projects and long-term strategic needs.

Meet our FMCG Team

Oli Lampkin

Oli Lampkin

Director
Warren Gibson

Warren Gibson

Senior Consultant

Read our Blogs

29.01.18

Career Control: The Art of Managing Up

What would our working lives be like if promotions came easy and career development managed itself? While a continual uptick in financial compensation always helps with life, the reward for progression really comes from the accomplishment and its recognition. Ultimately, the onus lies with you to develop your career, which means grasping control of the controllable. This begins with understanding your boss, your senior peers and stakeholders and learning how to manage up.
17.01.18

CFO Spotlight: Maryse Malicet, Moet Hennessy Europe

In the first of our CFO Spotlight series, we talk to Maryse Malicet, one of the many talented European finance professionals in London, about what it takes to become a CFO...
12.10.17

Newsletter #3: Disrupting the Gender Bias

In our last newsletter, we raised some questions around the importance of building diverse boardrooms. It seems that we were picking at a thread close to your hearts as the response rate to our survey rose by over 55% and drew some interesting, motivating results. 50% of you rated the strategic leadership of your board as ‘good’ or ‘high’, while 80% of you felt that diversity in your boardroom is ‘poor’ or ‘non-existent’. On these findings alone, perhaps diversity isn’t as important as we think? Perhaps not, as only 20.6% of respondents disagreed that diversity was important to strong corporate governance. The ‘will’ amongst the senior professionals that we surveyed is there, but the question remains, how do we bridge the representation gap?