Interview Guide for

Financial Controller

This comprehensive interview guide for a Financial Controller role provides everything you need to build a structured and consistent hiring process. Designed to evaluate the technical and behavioral skills required for this pivotal finance leadership position, this guide will help you identify candidates who can drive financial accuracy, operational efficiency, and strategic decision-making within your organization.

How to Use This Guide

This interview guide is a powerful tool to enhance your hiring process for a Financial Controller. To get the most value:

Customize and adapt - Tailor questions to reflect your specific company needs and financial environment
Collaborate with your team - Share this guide with everyone involved in the interview process to ensure alignment and consistency
Maintain consistency - Use the same structured approach with all candidates to enable fair comparisons
Leverage follow-up questions - Dig deeper into candidate responses to uncover their true capabilities and experience
Score independently - Have interviewers complete their evaluations before discussing candidates to prevent bias

For more insights on structuring effective interviews, check out Yardstick's blog on how to conduct a job interview and explore additional interview questions for finance roles.

Job Description

Financial Controller

About [Company]

[Company] is a [Industry] company located in [Location]. We are committed to [Company Mission/Values]. We foster a collaborative and dynamic work environment where employees can thrive and contribute to our continued success.

The Role

The Financial Controller will be a critical member of our finance team, responsible for overseeing all accounting and financial reporting activities. This role is essential to our organization's financial integrity and will directly impact our ability to make sound business decisions. The Financial Controller will collaborate with leadership to drive operational efficiency and ensure regulatory compliance.

Key Responsibilities

Manage and oversee all accounting operations, including accounts payable, accounts receivable, general ledger, and month-end/year-end close processes
Prepare and analyze monthly, quarterly, and annual financial statements in accordance with appropriate accounting principles
Develop and maintain strong internal controls to safeguard company assets and prevent fraud
Oversee audit preparation and coordination with external auditors
Manage tax preparation and filing
Develop and maintain annual budgets and forecasts
Analyze financial performance and provide insights to management
Monitor KPIs and recommend corrective actions as needed
Lead, mentor, and develop the accounting team
Ensure compliance with all relevant accounting regulations and laws

What We're Looking For

Bachelor's degree in Accounting or Finance (CPA or equivalent certification required)
7+ years of progressive experience in accounting and finance, with at least 3+ years in a supervisory or management role
Strong understanding of accounting principles and their application
Experience with financial systems and accounting software
Excellent analytical, problem-solving, and communication skills
Demonstrated leadership abilities and team management experience
Exceptional attention to detail with a commitment to accuracy
Strong organizational skills and ability to prioritize multiple tasks
Proactive mindset with the ability to identify and solve problems

Why Join [Company]

At [Company], we value innovation, integrity, and excellence in everything we do. We offer an environment where you can grow professionally while making a significant impact on our business.

Competitive salary range: $[Pay Range]
Comprehensive benefits package including health insurance, retirement plan, and paid time off
Professional development opportunities
Collaborative and supportive work culture
[Other relevant benefits or perks]

Hiring Process

We've designed a streamlined interview process to find the best talent while respecting your time. Here's what you can expect:

Initial Screening Call: A 30-minute conversation with our recruiter to discuss your experience and the role.
Financial Acumen Assessment: A 60-minute evaluation of your technical finance and accounting knowledge with our Finance Director.
Leadership & Strategy Interview: A 60-minute discussion focused on your management style and strategic thinking with our CFO or senior finance leader.
Team & Culture Interview: A 45-minute conversation about teamwork and culture fit with potential team members and cross-functional stakeholders.
Final Interview: A 60-minute meeting with senior leadership to discuss your vision for the role.

Ideal Candidate Profile (Internal)

Role Overview

The Financial Controller serves as the financial steward of the organization, ensuring accuracy, compliance, and strategic financial oversight. This role requires someone who combines technical accounting expertise with business acumen and leadership abilities. The ideal candidate will not only maintain financial integrity but also provide critical insights to drive business decisions.

Essential Behavioral Competencies

Financial Acumen - Demonstrates expert knowledge of accounting principles, financial reporting, and compliance requirements while effectively translating complex financial data into actionable insights for stakeholders.

Strategic Thinking - Looks beyond immediate financial tasks to understand broader business implications, anticipate challenges, and recommend strategic financial solutions that align with company objectives.

Leadership & Management - Successfully leads, develops, and motivates a finance team while promoting a culture of accountability, continuous improvement, and excellence.

Problem-Solving & Analysis - Efficiently identifies financial issues, conducts thorough root cause analysis, and implements effective solutions that address both immediate concerns and underlying challenges.

Communication & Influence - Articulates complex financial information clearly to diverse audiences and persuasively advocates for sound financial practices across the organization.

Desired Outcomes

Implement improved month-end close processes that reduce closing time by 20% within the first six months
Develop enhanced financial reporting that provides clearer insights for executive decision-making
Lead the accounting team to achieve 100% compliance with regulatory requirements and deadlines
Establish more robust internal controls that reduce financial risk and improve audit outcomes
Partner with department leaders to create more accurate budgeting and forecasting processes

Ideal Candidate Traits

A strategic financial leader who can balance technical expertise with business partnership
Experience implementing or optimizing financial systems and processes
Proven track record of developing accounting team members and improving department performance
Strong business partnering skills with the ability to influence across departments
Detail-oriented with a commitment to accuracy while maintaining big-picture perspective
Proactive problem-solver who identifies issues before they become critical
Adaptable to changing business needs and regulatory requirements
Experience in [Industry] or similar environment preferred
Comfortable working in a [fast-paced/established/growth] environment

Screening Interview

Directions for the Interviewer

This interview aims to quickly identify candidates with the right experience, skills, and motivation for the Financial Controller role. Focus on understanding their professional background, technical knowledge, and key accomplishments. Listen for evidence of financial leadership, process improvement, and team development. Pay attention to how they communicate complex financial concepts, as this will be critical in the role. Document specific examples rather than general statements, and note their energy and engagement when discussing financial leadership. Allow 5-10 minutes at the end for candidate questions.

Directions to Share with Candidate

"Today, I'd like to learn about your accounting and finance experience, particularly your leadership roles and key accomplishments. I'll ask about your background, technical expertise, and approach to financial management. There will be time at the end for your questions about our company and the Financial Controller position."

Interview Questions

Tell me about your current role and responsibilities as they relate to financial management and accounting leadership.

Areas to Cover

Current title, company size, and industry
Scope of financial responsibility (team size, budget, reporting)
Key accounting functions overseen (GL, AP/AR, reporting, audit, tax)
How their role interfaces with senior leadership
Recent major initiatives or projects led

Possible Follow-up Questions

How has your role evolved since you started in the position?
What financial systems or software do you currently use?
How is your finance team structured, and what functions report to you?
What are the most complex accounting challenges in your current role?

Walk me through your experience with month-end and year-end close processes. How have you improved these processes in your career?

Areas to Cover

Specific responsibilities in close processes
Timeline for completion at current/previous companies
Process improvements implemented and results achieved
How they prioritize and manage competing deadlines
Approach to accuracy and completeness

Possible Follow-up Questions

What are the most common bottlenecks you've encountered in close processes?
How do you ensure accuracy while maintaining efficiency?
Tell me about a specific instance where you significantly shortened the close time.
How do you involve your team in process improvements?

Describe your experience preparing and analyzing financial statements and providing insights to management.

Areas to Cover

Types of financial statements prepared
Analytical approaches used
How they identify trends or issues
Experience presenting to executives
Examples of insights that led to business decisions

Possible Follow-up Questions

What financial metrics do you consider most important to track?
How do you make financial data accessible to non-finance leaders?
Can you share an example of when your analysis directly influenced a business decision?
What tools or techniques do you use for financial analysis?

Tell me about your leadership style and experience managing accounting teams.

Areas to Cover

Size and composition of teams managed
Approach to team development and coaching
How they handle performance issues
Methods for building team cohesion
Examples of successful team leadership

Possible Follow-up Questions

How do you motivate your team during high-pressure periods like year-end close?
Tell me about someone you've mentored who went on to advance their career.
How do you balance oversight with empowering team members?
What strategies have you found most effective for developing technical skills in your team?

Describe your experience with financial systems implementation or optimization.

Areas to Cover

Specific systems experience (ERP, accounting software, reporting tools)
Role in implementation or optimization projects
Challenges faced and how they were overcome
Results achieved (efficiency gains, cost savings, improved reporting)
Approach to change management

Possible Follow-up Questions

How did you ensure user adoption when implementing new systems?
What was the most challenging aspect of implementation, and how did you address it?
How did you maintain business continuity during system transitions?
What would you do differently in future implementations?

How do you ensure compliance with accounting regulations and maintain strong internal controls?

Areas to Cover

Familiarity with relevant accounting standards and regulations
Experience developing or improving internal controls
Approach to audit preparation and management
How they stay current on regulatory changes
Examples of addressing compliance issues

Possible Follow-up Questions

Tell me about a time you identified a control weakness and how you addressed it.
How do you balance compliance requirements with operational efficiency?
What has been your experience with external auditors?
How do you ensure your team understands the importance of internal controls?

Interview Scorecard

Financial Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited knowledge of accounting principles and financial processes
2: Basic understanding of accounting principles but lacks depth in some key areas
3: Strong understanding of accounting principles and financial processes
4: Expert knowledge with evidence of applying advanced concepts to improve financial operations

Leadership Experience

0: Not Enough Information Gathered to Evaluate
1: Minimal leadership experience or effectiveness
2: Some leadership experience but limited evidence of team development
3: Proven leadership experience with examples of effective team management
4: Exceptional leadership track record with demonstrable results in team development and management

Process Improvement

0: Not Enough Information Gathered to Evaluate
1: Little evidence of process improvement initiatives
2: Has participated in process improvements but not led significant changes
3: Has successfully led meaningful process improvements with positive results
4: Consistently drives innovation in financial processes with substantial efficiency or quality gains

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Struggles to articulate financial concepts clearly
2: Communicates adequately but may not adjust effectively for different audiences
3: Communicates financial concepts clearly and appropriately for different audiences
4: Exceptional communicator who can influence and engage effectively at all levels

Implement improved month-end close processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Develop enhanced financial reporting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Lead the accounting team to achieve compliance

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Establish more robust internal controls

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Partner with department leaders on budgeting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Financial Acumen Assessment

Directions for the Interviewer

This interview assesses the candidate's technical finance and accounting knowledge. Use a combination of scenario-based and technical questions to evaluate their understanding of accounting principles, financial analysis, compliance, and internal controls. Listen for signs of both technical depth and practical application. Note how they approach complex financial scenarios and whether they can explain technical concepts clearly. This assessment should reveal not just what they know, but how they apply that knowledge to real business situations. Allow time for the candidate to ask questions at the end.

Directions to Share with Candidate

"In this interview, we'll explore your technical finance and accounting expertise through some scenario-based questions and discussions about financial management. I'm looking to understand both your knowledge of accounting principles and how you apply them in practical business situations. Please walk me through your thinking process as you answer each question."

Interview Questions

I'd like to understand your technical accounting knowledge. Can you walk me through how you would handle a complex revenue recognition scenario with multiple deliverables and variable consideration?

Areas to Cover

Understanding of revenue recognition principles
Approach to identifying performance obligations
Method for allocating transaction price
How they handle variable consideration
Documentation and control processes

Possible Follow-up Questions

How would you determine standalone selling prices if they aren't readily observable?
What challenges have you encountered with revenue recognition, and how did you resolve them?
How do you ensure consistent application of revenue recognition policies?
How have you handled revenue recognition in system implementations?

Describe your experience with financial planning and analysis. How do you approach developing budgets and forecasts?

Areas to Cover

Methodology for building budgets
Forecasting techniques used
Level of detail and key inputs considered
How they handle assumptions and scenarios
Process for variance analysis

Possible Follow-up Questions

How do you engage non-financial stakeholders in the budgeting process?
What techniques do you use to improve forecast accuracy?
How do you handle significant variances when they occur?
Can you share an example of how your financial analysis influenced a business decision?

Tell me about your experience managing an audit. What steps do you take to ensure a smooth and successful audit process?

Areas to Cover

Pre-audit preparation approach
Documentation management
Coordination with external auditors
How they address audit findings
Staff preparation and involvement

Possible Follow-up Questions

What were the most challenging audit issues you've faced and how did you resolve them?
How do you maintain control of the audit timeline?
What steps have you taken to improve audit efficiency?
How do you prepare your team for audit requests?

Let's discuss internal controls. How do you evaluate the effectiveness of financial controls and what approach do you take to strengthen them?

Areas to Cover

Framework used for control evaluation
Risk assessment methodology
Control testing approaches
Documentation standards
Remediation process for control weaknesses

Possible Follow-up Questions

Can you give an example of a control weakness you identified and how you addressed it?
How do you balance control requirements with operational efficiency?
How do you ensure controls remain effective as the business evolves?
What role does technology play in your control framework?

How do you approach tax planning and compliance? Describe your experience managing tax functions or working with tax advisors.

Areas to Cover

Breadth of tax experience (income, sales, property, international)
Coordination with tax advisors
Compliance process management
Tax planning considerations
Documentation and record-keeping

Possible Follow-up Questions

How do you stay current on tax regulation changes?
What tax planning strategies have you implemented?
How do you manage tax compliance calendars and deadlines?
How have you optimized the relationship with external tax advisors?

Walk me through a complex financial analysis you conducted. What was the business question, how did you approach it, and what was the outcome?

Areas to Cover

Problem definition and objectives
Data gathering methods
Analytical techniques used
How findings were presented
Business impact of the analysis

Possible Follow-up Questions

What tools did you use for this analysis?
What challenges did you encounter with the data?
How did you validate your conclusions?
If you could do this analysis again, what would you change?

Interview Scorecard

Technical Accounting Knowledge

0: Not Enough Information Gathered to Evaluate
1: Basic understanding with significant knowledge gaps
2: Adequate knowledge but lacks depth in some important areas
3: Strong technical knowledge across all core accounting areas
4: Expert-level understanding with nuanced application to complex scenarios

Financial Analysis & Planning

0: Not Enough Information Gathered to Evaluate
1: Limited experience with rudimentary analytical approaches
2: Can perform standard analysis but lacks advanced techniques
3: Strong analytical skills with effective application to business planning
4: Sophisticated analytical capabilities that drive strategic insights

Audit & Compliance Management

0: Not Enough Information Gathered to Evaluate
1: Basic familiarity with audit processes
2: Can manage routine audits but struggles with complex issues
3: Effectively manages the full audit cycle with good outcomes
4: Strategically approaches audits to add value beyond compliance

Internal Controls Expertise

0: Not Enough Information Gathered to Evaluate
1: Basic understanding of control concepts
2: Can implement standard controls but limited design experience
3: Strong knowledge of control frameworks with implementation success
4: Expert in designing and optimizing control environments

Implement improved month-end close processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Develop enhanced financial reporting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Lead the accounting team to achieve compliance

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Establish more robust internal controls

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Partner with department leaders on budgeting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Leadership & Strategy Interview

Directions for the Interviewer

This interview assesses the candidate's leadership capabilities, strategic thinking, and business partnership approach. Focus on understanding how they lead teams, influence across the organization, and contribute to business strategy beyond technical accounting functions. Look for evidence of their management style, ability to develop talent, and effectiveness in communicating financial information to non-finance stakeholders. This interview should reveal whether the candidate can elevate from a technical expert to a true business partner. Save time at the end for the candidate's questions.

Directions to Share with Candidate

"In this discussion, I'd like to explore your leadership approach, your strategic thinking, and how you partner with the business as a finance leader. We'll focus on specific examples from your experience that demonstrate how you've led teams, influenced decisions, and contributed to organizational strategy. Please provide concrete examples rather than theoretical approaches."

Interview Questions

Tell me about a time when you had to lead your team through a significant change or challenge. What was your approach, and what was the outcome? (Leadership & Management)

Areas to Cover

Nature of the challenge or change
Their leadership approach and actions
How they communicated with their team
How they managed resistance or obstacles
Results achieved and lessons learned

Possible Follow-up Questions

How did you maintain team morale during this period?
What feedback did you receive from your team about your leadership?
What would you do differently if faced with a similar situation?
How did you support individual team members who struggled with the change?

Describe a situation where you identified a strategic financial opportunity or risk that others had overlooked. How did you approach it? (Strategic Thinking)

Areas to Cover

How they identified the opportunity or risk
Analysis conducted to validate their assessment
How they communicated their findings
Actions taken or recommended
Business impact and outcomes

Possible Follow-up Questions

What data or insights led you to your conclusion?
How did you convince others of your perspective?
What obstacles did you face in addressing this issue?
How did this experience shape your approach to financial risk/opportunity assessment?

Give me an example of how you've successfully partnered with non-finance leaders to improve financial performance. (Communication & Influence)

Areas to Cover

The business challenge or opportunity
How they built relationships with stakeholders
Their approach to communicating financial concepts
How they influenced decisions
Results achieved through partnership

Possible Follow-up Questions

How did you establish credibility with non-finance leaders?
What resistance did you encounter and how did you overcome it?
How did you translate financial information for non-finance audiences?
What did you learn about effective business partnering from this experience?

Tell me about a significant financial problem you've solved. What was your approach to analyzing and resolving it? (Problem-Solving & Analysis)

Areas to Cover

Problem identification and assessment
Analysis methodology and tools used
Options considered and evaluation process
Implementation approach
Results and lessons learned

Possible Follow-up Questions

How did you involve others in the problem-solving process?
What obstacles did you encounter in implementing the solution?
How did you communicate your findings and recommendations?
What would you do differently if facing a similar problem now?

How have you developed talent within your finance team? Give me a specific example of how you've helped someone grow professionally. (Leadership & Management)

Areas to Cover

Their approach to talent development
Specific actions taken to develop the individual
How they provided feedback and support
Challenges encountered in the development process
Results and impact on the individual and team

Possible Follow-up Questions

How do you identify development needs in your team members?
What is your approach to giving constructive feedback?
How do you balance immediate work needs with development opportunities?
How do you measure the effectiveness of your talent development efforts?

Describe a time when you had to make a difficult decision with incomplete information. How did you approach it? (Strategic Thinking)

Areas to Cover

The decision context and constraints
How they assessed available information
Their approach to managing uncertainty
Decision-making process and rationale
Outcome and reflections

Possible Follow-up Questions

How did you determine what information was most critical?
What frameworks or principles guided your decision-making?
How did you communicate your decision to stakeholders?
What did you learn from this experience about decision-making under uncertainty?

Interview Scorecard

Leadership Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Limited leadership capabilities with minimal evidence of success
2: Basic leadership skills but may struggle with complex team challenges
3: Strong leader who effectively motivates and develops team members
4: Exceptional leader who transforms team performance and cultivates future leaders

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical focus with limited strategic perspective
2: Demonstrates some strategic thinking but may miss broader implications
3: Strong strategic thinker who connects financial decisions to business objectives
4: Visionary strategic perspective that consistently identifies future opportunities and risks

Business Partnership

0: Not Enough Information Gathered to Evaluate
1: Operates primarily within finance with limited cross-functional engagement
2: Works with other departments but struggles to effectively influence
3: Builds effective partnerships across functions with demonstrated impact
4: Exceptional business partner who drives value creation throughout the organization

Problem-Solving Capabilities

0: Not Enough Information Gathered to Evaluate
1: Basic problem-solving approach that may miss root causes
2: Can solve routine problems but may struggle with complex issues
3: Strong analytical problem-solver who develops effective solutions
4: Exceptional problem-solver who tackles systemic issues with innovative approaches

Implement improved month-end close processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Develop enhanced financial reporting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Lead the accounting team to achieve compliance

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Establish more robust internal controls

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Partner with department leaders on budgeting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Team & Culture Interview

Directions for the Interviewer

This interview evaluates the candidate's teamwork abilities, cultural fit, and interpersonal skills. Focus on understanding how they collaborate with others, adapt to organizational culture, and contribute to a positive work environment. Look for evidence of their communication style, conflict resolution approach, and adaptability. This interview should assess whether the candidate will work effectively with the existing finance team and cross-functional partners. Include team members who would work directly with the controller. Save time at the end for the candidate's questions.

Directions to Share with Candidate

"Today, we'll explore how you work with others and approach team dynamics. We're interested in understanding your collaboration style, how you handle workplace challenges, and what you value in a work environment. Please share specific examples from your experience rather than hypothetical situations."

Interview Questions

Tell me about a time when you had to collaborate with a difficult colleague or stakeholder to achieve a financial goal. How did you handle it? (Communication & Influence)

Areas to Cover

Nature of the difficulty and the stakes involved
Their approach to understanding the other person's perspective
Communication techniques used
How they found common ground
Resolution and outcome

Possible Follow-up Questions

What did you learn about yourself through this experience?
How did this experience change your approach to difficult relationships?
What would you do differently if faced with a similar situation?
How did you maintain professionalism during challenging interactions?

Describe a situation where you had to communicate complex financial information to non-finance stakeholders. How did you make it understandable and actionable? (Communication & Influence)

Areas to Cover

The context and complexity of the information
Their approach to simplifying without losing accuracy
Visual or presentation techniques used
How they confirmed understanding
Impact of their communication

Possible Follow-up Questions

How do you determine the right level of detail for different audiences?
What techniques have you found most effective for making financial concepts accessible?
How do you handle questions you can't immediately answer?
How do you ensure your communications drive appropriate action?

Give me an example of a time when you had to adapt to a significant change in your work environment or role. How did you approach it? (Strategic Thinking)

Areas to Cover

Nature of the change and challenges it presented
Their initial reaction and mindset
Steps taken to adapt
How they helped others through the change
Lessons learned and outcomes

Possible Follow-up Questions

What aspects of the change were most challenging for you?
How did you maintain productivity during the transition?
What support or resources did you find most helpful?
How has this experience affected your approach to future changes?

Tell me about a time when you identified a process improvement opportunity that required cross-departmental cooperation. How did you approach it? (Problem-Solving & Analysis)

Areas to Cover

How they identified the opportunity
Stakeholders involved and their interests
Their approach to building consensus
Implementation challenges and how they were overcome
Results achieved

Possible Follow-up Questions

How did you secure buy-in from different departments?
What resistance did you encounter and how did you address it?
How did you measure the success of the improvement?
What would you do differently next time?

Describe a time when you had to give difficult feedback to a team member or colleague. How did you handle it? (Leadership & Management)

Areas to Cover

The situation requiring feedback
Their preparation and approach
Delivery method and key messages
The recipient's response
Follow-up actions and outcome

Possible Follow-up Questions

How did you determine the right time and place for the conversation?
What specific techniques did you use to make the feedback constructive?
How did you follow up after giving the feedback?
How has your approach to giving feedback evolved over your career?

Tell me about a work environment where you felt you were at your best. What aspects of the culture enabled your success? (Cultural Fit)

Areas to Cover

Key cultural elements they value
Leadership and team dynamics
Communication and feedback practices
Work-life balance considerations
How they contributed to the culture

Possible Follow-up Questions

How do you adapt when a work environment doesn't naturally align with your preferences?
What steps do you take to positively influence workplace culture?
How do you determine if a culture is right for you?
What cultural elements do you find most challenging and how do you address them?

Interview Scorecard

Collaboration & Teamwork

0: Not Enough Information Gathered to Evaluate
1: Tends to work in isolation with limited team engagement
2: Basic collaboration skills but may struggle with certain personalities or functions
3: Strong collaborator who works effectively across teams
4: Exceptional team player who enhances collective performance and builds cohesion

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Resists change and struggles to adjust to new situations
2: Eventually adapts but may need significant time or support
3: Adapts well to changing circumstances with minimal disruption
4: Thrives in change, helping others adapt while maintaining high performance

Communication Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Communication is unclear or not tailored to audience needs
2: Communicates adequately but may miss opportunities for clarity or impact
3: Communicates clearly and effectively across different audiences
4: Exceptional communicator who inspires action and understanding

Cultural Alignment

0: Not Enough Information Gathered to Evaluate
1: Values or work style may conflict with organizational culture
2: Generally aligns with culture but some potential friction points
3: Strong alignment with core cultural values and practices
4: Exceptional cultural fit with potential to enhance and evolve culture positively

Implement improved month-end close processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Develop enhanced financial reporting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Lead the accounting team to achieve compliance

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Establish more robust internal controls

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Partner with department leaders on budgeting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Final Interview

Directions for the Interviewer

This interview assesses the candidate's vision for the Financial Controller role and evaluates their strategic perspective on how they would approach the position. Focus on understanding their priorities, leadership philosophy, and how they see themselves contributing to the organization's success. This interview should help determine if the candidate's vision aligns with the company's expectations and needs. The interviewer should be a senior executive who can speak to the company's strategic direction and priorities. Allow time at the end for the candidate's questions.

Directions to Share with Candidate

"In this final interview, I'd like to understand your vision for the Financial Controller role at our company. We'll discuss how you would approach the position, your priorities, and how you see the finance function contributing to our business goals. I'm interested in your thoughts on both short-term priorities and longer-term strategic contributions."

Interview Questions

If selected for this role, what would be your top priorities in the first 30, 60, and 90 days? Why have you chosen these priorities? (Strategic Thinking)

Areas to Cover

Assessment and learning phase plans
How they would evaluate the current state
Specific priorities and rationale
Balance between quick wins and foundational work
How they would measure progress

Possible Follow-up Questions

How would you gain the necessary context to make effective decisions early on?
How would you balance addressing immediate needs versus longer-term improvements?
How would you approach building relationships with key stakeholders?
What information would you need from the organization to refine your approach?

Based on what you've learned about our company, what do you see as the biggest financial or operational challenges we face, and how would you address them as Financial Controller? (Strategic Thinking, Problem-Solving & Analysis)

Areas to Cover

Their understanding of the company and industry
Insight into potential challenges
Analytical approach to problem identification
Proposed strategies and solutions
Implementation considerations

Possible Follow-up Questions

What information led you to identify these particular challenges?
How have you addressed similar challenges in previous roles?
What resources or support would you need to implement your solutions?
How would you prioritize if you couldn't address all challenges simultaneously?

How do you see the Financial Controller role evolving in our industry over the next 3-5 years, and how would you prepare the finance function for these changes? (Strategic Thinking)

Areas to Cover

Their perspective on industry trends
Understanding of technological developments
Vision for future finance capabilities
Approach to change management
Professional development for finance staff

Possible Follow-up Questions

What experiences have shaped your perspective on the future of finance?
How would you balance maintaining core functions while innovating?
How would you develop the skills needed for this evolution?
What metrics would you use to track progress toward this future state?

Tell me about your leadership philosophy and how you would apply it to leading our finance team. (Leadership & Management)

Areas to Cover

Core principles of their leadership approach
How they build team culture
Performance management approach
Development and coaching style
How they handle challenging leadership situations

Possible Follow-up Questions

How has your leadership philosophy evolved throughout your career?
How do you adapt your leadership style to different team members?
How do you ensure accountability while maintaining positive morale?
How would you address underperformance on the team?

How would you approach building effective partnerships with other departments to enhance financial performance across the organization? (Communication & Influence)

Areas to Cover

Their business partnering philosophy
Specific strategies for building relationships
How they would increase financial acumen across departments
Approach to resolving cross-functional conflicts
Examples of successful partnerships from past experience

Possible Follow-up Questions

How would you overcome resistance from departments that view finance as just a control function?
How would you balance being a business partner versus maintaining appropriate controls?
How would you measure the effectiveness of these partnerships?
What challenges do you anticipate in building these relationships?

What questions do you have about our company's strategic direction and how the finance function supports it?

Areas to Cover

Their level of interest and engagement
Quality and insightfulness of questions
Understanding of strategic alignment
Areas they're seeking to learn more about
How they process new information

Possible Follow-up Questions

This is an opportunity for the candidate to ask questions, not for additional interviewer questions.

Interview Scorecard

Strategic Vision

0: Not Enough Information Gathered to Evaluate
1: Limited vision focused primarily on tactical matters
2: Adequate vision but may lack depth or innovation
3: Strong vision that balances immediate needs with future direction
4: Exceptional strategic vision that could transform the finance function

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business beyond finance
2: Basic business understanding but gaps in certain areas
3: Strong business understanding with clear connection to finance role
4: Sophisticated business acumen that enables true strategic partnership

Leadership Philosophy

0: Not Enough Information Gathered to Evaluate
1: Underdeveloped or potentially problematic leadership approach
2: Conventional leadership approach that may not inspire excellence
3: Well-developed leadership philosophy aligned with organizational needs
4: Exceptional leadership approach that could elevate team performance

Strategic Problem-Solving

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical approach to problems with limited strategic perspective
2: Can identify strategic issues but solutions may lack depth
3: Strong strategic problem-solver with well-reasoned approaches
4: Exceptional problem-solver who identifies root causes and develops innovative solutions

Implement improved month-end close processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Develop enhanced financial reporting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Lead the accounting team to achieve compliance

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Establish more robust internal controls

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Partner with department leaders on budgeting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.

The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.
Scores and interview notes are important data points but should not be the sole factor in making the final decision.
Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Question: Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Question: Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

Question: How does the candidate's financial expertise align with our specific needs, particularly regarding our accounting systems and compliance requirements?

Guidance: Discuss the candidate's technical capabilities in relation to your company's specific financial environment and challenges.

Question: Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Question: Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

Question: If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

Question: What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Checks

Directions for Conducting Reference Checks

Reference checks provide critical insight into the candidate's past performance, leadership style, and professional reputation. These conversations can validate what you've learned during interviews and reveal additional information about how the candidate operates in a real work environment.

When conducting reference checks for a Financial Controller:

Speak with former supervisors, peers, and direct reports if possible to get a comprehensive view
Focus on specific competencies relevant to the role, particularly financial leadership and team management
Listen for patterns across multiple references
Pay attention to tone and hesitations, not just the words
Ask for specific examples rather than accepting general assessments
Don't overlook potential red flags, even at this late stage in the process

Be sure to document the reference conversations thoroughly, as they provide important context for the final hiring decision. Multiple reference checks should be conducted to establish a pattern of performance.

Questions for Reference Checks

Can you describe your working relationship with [Candidate] and the context in which you worked together?

Guidance: Establish the reference's relationship to the candidate, including reporting structure, duration of relationship, and the organizational context. This helps calibrate the value and perspective of the reference.

How would you describe [Candidate]'s technical accounting and financial management capabilities?

Guidance: Listen for specific examples of the candidate's technical knowledge and how they applied it. Note areas of particular strength or any limitations mentioned.

Can you tell me about [Candidate]'s leadership style and effectiveness in managing a team?

Guidance: Pay attention to how the candidate developed their team, handled performance issues, and created a positive work environment. Look for examples that demonstrate their approach.

In what areas did [Candidate] make the most significant contributions to your organization?

Guidance: This question helps identify the candidate's key strengths and impact. Listen for specific achievements and how they were accomplished.

How did [Candidate] handle challenging situations, such as audits, system implementations, or organizational changes?

Guidance: This reveals the candidate's problem-solving abilities, resilience, and effectiveness under pressure. Look for specific examples of how they navigated complex situations.

Can you describe [Candidate]'s communication style and effectiveness in working with executives and non-finance stakeholders?

Guidance: This question explores the candidate's ability to translate financial information, influence decisions, and build relationships across the organization.

On a scale of 1-10, how likely would you be to hire [Candidate] again if you had an appropriate role available? Why?

Guidance: This forces a quantitative assessment and often leads to revealing explanations. Pay attention to both the score and the rationale provided.

Reference Check Scorecard

Financial Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited effectiveness in financial leadership roles
2: Adequate but not exceptional financial leadership
3: Strong financial leader with proven results
4: Exceptional financial leader who transformed the function

Team Management

0: Not Enough Information Gathered to Evaluate
1: Struggled with team management responsibilities
2: Basic team management skills with some areas for improvement
3: Effective team manager who developed staff and achieved results
4: Outstanding team manager who built high-performing teams

Cross-Functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Primarily focused within finance with limited collaboration
2: Collaborated adequately but may have had some challenges
3: Effective collaborator who built strong relationships
4: Exceptional collaborator who drove results through partnerships

Integrity & Professionalism

0: Not Enough Information Gathered to Evaluate
1: Some concerns about professional conduct or integrity
2: Generally professional but some minor concerns
3: Strong professional reputation and integrity
4: Exemplary integrity and professionalism, even in difficult situations

Implement improved month-end close processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Develop enhanced financial reporting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Lead the accounting team to achieve compliance

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Establish more robust internal controls

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Partner with department leaders on budgeting

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: May Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Frequently Asked Questions

How should I prepare for using this interview guide?

Review the guide thoroughly and customize the questions to reflect your company's specific financial environment and challenges. Familiarize yourself with the key competencies and behaviors that indicate success in a Financial Controller. Consider the current state of your finance function and what specific improvements you're looking for from this hire. For more guidance, check out our article on how to conduct a job interview.

How do I assess whether a candidate has the right technical skills while also evaluating leadership capabilities?

Balance your assessment by using the Financial Acumen Assessment to evaluate technical capabilities through scenario-based questions, while using the Leadership & Strategy Interview to explore management approach and strategic thinking. Look for candidates who can clearly explain complex financial concepts and demonstrate how they've applied their technical knowledge to drive business decisions. The best candidates will show both depth of expertise and the ability to lead and influence.

What if a candidate has excellent technical skills but seems weaker on leadership or communication?

Consider the specific needs of your organization and the support structure around this role. Some candidates may have growth potential that can be developed with coaching. However, for a Financial Controller, the ability to communicate effectively and lead a team is typically essential. A technically brilliant candidate who can't influence others or develop their team will likely struggle to succeed in this role.

How can I evaluate cultural fit without introducing bias into the process?

Focus on specific behaviors and values rather than subjective feelings about the candidate. Use the Team & Culture Interview to explore how the candidate approaches collaboration, adapts to change, and handles conflict—all of which indicate how they'll operate within your culture. Be careful not to confuse "cultural fit" with personal similarity or comfort, which can introduce bias. Instead, look for candidates who will add value to your culture while aligning with core values.

Should we involve the finance team in interviewing controller candidates?

Yes, involving the finance team, especially those who will report to the controller, is valuable. They can provide perspective on what leadership qualities and technical expertise they need from their new manager. However, be careful about how their input is weighted and structured—provide clear evaluation criteria through scorecards rather than just asking for general impressions. For more guidance on structured interviewing, see our article on why you should use structured interviews when hiring.

How can we verify a candidate's claims about financial process improvements or team development?

The reference checks are critical for validating claims made during interviews. Ask references specifically about the improvements the candidate mentioned, including the candidate's role, the results achieved, and how they led the team through the change. Ask for metrics that demonstrate the impact of their work. Additionally, during the Financial Acumen Assessment, probe deeply into the specifics of how they approached improvements to test their understanding and involvement.

What should I do if different interviewers have vastly different assessments of the same candidate?

Use the Debrief Meeting to explore these differences. Have each interviewer explain their assessment based on specific observations rather than general impressions. Different perspectives may emerge from different interview focuses (technical vs. leadership) or different interaction styles. If differences persist, consider whether additional assessment is needed, such as another interview focused on the area of concern, or more thorough reference checks. Learn more about effective candidate debriefs in our blog post on the topic.