Contractors
For senior specialists, interim finance leaders, and technical experts who work inside our governance without pretending to be employees. We contract clearly, pay on time, and scope work so the boundary between firm and individual is unambiguous.
When we use contractors on client work
Contractors are not a way to evade pay or headcount that should be full-time. They are a way to bring rare skills for bounded periods, with IR35, independence, and conflicts handled before anyone touches a file. The wrong contractor relationship can breach audit rules we will not play near.
Before work begins, we clarify the operating context, governance expectations, and commercial pressures behind the brief. That gives the engagement a clear purpose before technical analysis starts.
The result is a more complete advisory view: what matters now, where risk may surface next, and how recommendations can be implemented without creating unnecessary hand-offs or ambiguity.
Scope
Clarify the decision, deadline, stakeholders, and evidence standard before work begins.
Delivery
Combine partner judgement, technical review, and practical implementation planning in one workstream.
Follow-through
Convert findings into owners, actions, and next steps that leadership can track after the session.
What we require from the first email
A crisp checklist. Your CMS can edit the bullets in Studio.
Clarity
- Rate and availability window
- Jurisdictions and licences
- Prior Big Four or equivalent references
Conflicts
- Current client list
- Cooling-off where relevant
- Subcontracting policy if you bring a team
Paperwork
- Standard MSAs in place
- Insurance minimums
- Data handling addendum
We pay market rates, but we are allergic to 'time and materials' that expand without a change control. If the scope is fuzzy, we pause and re-scope in writing, because no client should pay for a debate we should have had earlier.
If you are between permanent roles, we are honest about the likely duration. If you are a career contractor, we are honest about the repeat work pattern we can offer.
Contracting in numbers (indicative)
We will say it early
We have turned down excellent contractors when the work needed an employee sponsor on the other side, or when independence rules in the sector made the structure unsafe. A fast no is respect for your diary.
Contracting is a professional relationship, not a favour economy. The paperwork exists to protect the client, the firm, and you.
Talk to resourcing in plain terms
Send a short note on what you are looking for and the geography. You will get a human reply with timelines, the partner who owns the file, and an honest view if the fit is not there.