Sales and marketing recruitment inBanking & Finance
Recruitment for commercial roles across banking, insurance, fintech, payments, lending, wealth, investment, pensions and financial services.
Recent result
1 specialist hire materially reduced reliance on paid advertising.
£223.6bn
UK financial & insurance economic output, 2025
138.8k
Ireland financial, insurance & real-estate employees, Jul 2026
In Banking & Finance, more business is not automatically better business. A customer may want the product and the salesperson may be able to sell it, but there are still questions around suitability, affordability, risk, underwriting, approval and whether the outcome makes sense for both sides.
Sales professionals with experience in the sector learn how to work within that tension. They need to understand what the customer is trying to achieve, but also what Credit, Risk, Underwriting or Compliance will need before the business can say yes.
Marketing works with a similar constraint. Financial products can be complicated, but making them easier to understand cannot mean making the cost, risk or limitations disappear in the process. Strong people simplify complexity without disguising what the customer needs to know.
Live roles in Banking & Finance
All jobsWhat do employers look for in Banking & Finance Sales & Marketing professionals?
The company name matters less than understanding what someone has actually sold, to whom, through which route and within what level of risk and regulatory responsibility.
Consideration
Product, Customer & Distribution Fit
Banking, insurance, fintech, payments, lending, wealth, investment and pensions involve different products, customer groups and routes to market. Strong professionals understand the model relevant to the role rather than relying on broad financial-services experience.
Take these into your next interview. A free hiring checklist for Banking & Finance.
Get the checklistRoles we recruit in Banking & Finance
Sales
Sales that build valuable relationships
Commercial Director
Leads growth across products, channels and customer segments while operating within regulatory, risk and governance requirements.
Relationship Director
Manages complex corporate, institutional or high-value customer relationships, coordinating solutions, credit, risk and long-term account development.
Business Development Manager
Generates new business within defined products or markets through credible advice, disciplined qualification and compliant sales activity.
Partnerships Director
Builds distribution, fintech, broker, affinity or platform partnerships that create sustainable customer and revenue growth.
Account Manager
Develops existing customers through service, retention, cross-sell and renewal activity appropriate to the product and regulatory context.
What employers look for in sales
Employers may be looking for someone who can:
• Understand the customer's situation properly. Strong financial-services salespeople are not simply matching a person or business to a product. They understand what is actually being financed, protected, invested or solved.
• Work constructively with Risk, Credit or Underwriting. These functions are part of determining whether the business should proceed, not simply obstacles between Sales and the customer.
• Build a credible internal case. In commercial banking and lending in particular, someone may need to understand a customer's business well enough to explain why a request makes sense to another internal decision-maker.
• Know the relevant distribution model. Direct, broker, adviser, introducer, partnership, affinity, platform and relationship-led routes develop different commercial experience.
• Understand quality as well as volume. Applications, policies, accounts or lending volumes can look strong while creating poor retention, unsuitable business, weak portfolio quality or future complaints.
• Handle difficult decisions well. Declines, claims, rate changes, underwriting restrictions and market movements can become defining moments in the customer relationship.
In commercial banking and lending, the person asking for finance is the visible customer, but the commercial professional also has to help Credit and Risk understand enough of the customer's position to support a decision.
Experience changes how people view that internal process. Stronger performers know what information will matter, where a case is weak and when a different structure or even a no is more sensible than forcing the original transaction through.
Marketing
Marketing that earns trust and action
Marketing Director
Sets customer, brand and growth strategy across regulated products, ensuring commercial activity meets governance and customer-outcome standards.
Product Marketing Manager
Translates complex financial products into clear propositions, messaging, campaigns and sales materials for defined customer groups.
Customer Acquisition Manager
Plans measurable acquisition across digital, partner and direct channels while balancing volume, eligibility, risk and lifetime value.
CRM and Lifecycle Manager
Develops compliant communications across onboarding, engagement, renewal, retention and cross-sell stages.
Financial Communications Manager
Manages accurate customer, corporate or investor communications involving complex information, approvals and reputational sensitivity.
What employers look for in marketing
The stronger Banking & Finance marketers tend to:
• Make complex products genuinely understandable. Clarity is useful only if cost, risk, exclusions and customer responsibilities remain visible.
• Understand the product and customer properly. Marketing a mortgage, commercial insurance policy, investment product and payment platform requires very different knowledge.
• Work comfortably across Product, Legal, Risk and Compliance. Good financial marketing often depends on understanding why something cannot simply be said the way it might be in another sector.
• Think beyond acquisition. Activation, product use, renewal, retention and lifetime value can tell a very different story from campaign conversion alone.
• Understand different routes to market. Marketing to an end customer, adviser, broker or commercial partner involves different information and different forms of trust.
• Protect confidence when circumstances become difficult. Claims, fraud, market falls, payment problems or changes in rates can matter more to brand perception than the original acquisition campaign.
The interesting challenge is not inserting the correct disclaimer after the creative has been written. It is developing a proposition that remains clear and commercially attractive without giving the customer a misleading impression of certainty or simplicity.
Same CV. Different Capability.
Banking & Finance is a good example of why the title alone tells us very little.
Two Relationship Managers may both show strong portfolios, customer retention and revenue growth.
One may mainly manage established relationships and introduce internal specialists; another may need to understand the customer's underlying business, structure more complex lending requirements and build the internal case with Credit, Risk or Underwriting.
Similar client lists can conceal very different levels of judgement and responsibility.
Professional A
Relationship Manager
- Builds retention, service and referral relationships
- Coordinates access to internal specialists
- Protects long-term customer confidence
Professional B
Relationship Manager
- Understands the customer's underlying business model
- Structures more complex lending requirements
- Coordinates commercial decisions across several specialists
- Builds evidence for Credit and internal approval
We find out which one you need. Brief a role
Case study
Insurance aggregator needed an SEO specialist who understood regulated, high-intent search.
Rather than searching for general digital marketers, we focused on SEO specialists who understood regulated customer journeys, commercial search intent and the terminology customers actually use when actively looking to purchase insurance products online.
1 specialist hire materially reduced reliance on paid advertising.
The Banking & Finance Economy
+3.3%
Ireland financial, insurance & real-estate employment growth, year-on-year Jul 2026
THE UK PICTURE:
Financial services account for around 8% of UK GVA and employed approximately 1.36 million people in 2025. The sector spans banking, insurance, investment, payments, wealth and fintech, with very different commercial and regulatory environments. (GOV.UK)
THE IRISH PICTURE:
Ireland also has a substantial financial-services economy. Financial and Insurance Activities generated approximately €21.9 billion in GVA in 2025, spanning domestic banking, insurance, funds, payments and international financial services. (Central Statistics Office)
Within that economy, experience is not automatically transferable. Consumer banking, commercial insurance, wealth, payments and fintech can involve very different customers, distribution models, risk decisions and buying processes.
Building your Sales & Marketing career in Banking & Finance
Progression generally means becoming responsible for more of the judgement surrounding growth, not simply generating more of it.
SALES
Sales careers can begin across Business Development, relationship management, account management, direct sales or intermediary channels before developing into larger accounts, strategic partnerships, distribution or Commercial leadership.
As responsibility grows, people become more exposed to the quality and consequences of the business they generate.
In banking or lending, that may mean deeper involvement in credit, affordability, structuring and portfolio quality.
In insurance, progression may involve understanding underwriting appetite, broker strategy, renewal, claims experience and the economics of a book of business.
In wealth, the relationship can become increasingly long term and personal, with referrals, professional networks and confidence in the adviser or provider becoming a significant source of growth.
Senior commercial judgement therefore includes knowing when to pursue an opportunity, how it should be structured and sometimes when the best decision is not to write the business at all.
MARKETING
Marketing careers may develop through Digital, Brand, Content, CRM, Product Marketing, Acquisition or Communications.
With greater responsibility comes more exposure to proposition, pricing, distribution, customer behaviour and the regulatory and risk environment around the product.
A performance marketer may begin with acquisition targets and later become responsible for whether those customers activate, remain engaged and create sustainable value.
A Product Marketer may move from communicating product features towards shaping how a proposition is understood by different customer or intermediary groups.
CRM experience can broaden from delivering campaigns into understanding life events, financial behaviour, renewal, product adoption and retention.
Senior Marketing roles increasingly require confidence working across Product, Legal, Compliance, Risk, Sales and Customer teams rather than treating Marketing as an isolated communications function.
For employers
For employers, we look beyond the obvious CV match and spend time understanding what someone has actually done, the environment they have worked in and how relevant that experience is to the role.
Discuss a Sales or Marketing HireFor professionals
For professionals, we help make sense of the experience you have built, what you are genuinely good at and where that might take you next.
Register Your InterestHiring in Banking & Finance? Most briefs take one 20 minute call.
Book the call