How to Stand Out in a Competitive Job Market (Even If You’re Not the “Perfect Fit” Yet)

The finance, procurement, tax, and change & transformation job markets are more competitive than ever. Roles that once attracted a handful of applications can now see dozens of high-quality candidates – all with impressive qualifications and technical skills. For many professionals, that means even a strong application might not make it through to the next stage.

If that’s recently been your experience, it’s worth remembering this: not being the right fit for one role doesn’t mean you’re not the right fit for the next one. In fact, it can be a valuable signal – an opportunity to pause, reflect, and strengthen your professional edge in a crowded market.

At Cedar, we speak with hundreds of candidates across finance, procurement, tax, and change & transformation every month. We see first-hand what employers value most, where candidates fall short, and how small changes can make a big difference. The truth is, differentiation isn’t about ticking every box – it’s about recognising your strengths (and your skills gaps), and having a structured plan to keep your career moving in the right direction.

In this article, we’ll explore practical ways to stand out – even if you’re still building experience or transitioning into a new specialism.

1. Understand what employers are really looking for

When a job advert lists ten different requirements, it’s easy to focus on the technical aspects – the systems, qualifications, or years of experience. But when hiring managers talk to us about what makes a candidate stand out, their answers often go beyond that list.

Yes, technical skills are the foundation. But employers are increasingly looking for something broader: the ability to connect the dots between your role and the organisation’s goals. They want people who can combine accuracy and analytical strength with curiosity, communication, and commercial thinking – professionals who can see the bigger picture and influence outcomes.

For example:

• In accountancy and finance, that might mean explaining what the numbers mean and how they inform strategic decisions.
• In procurement, it’s about showing how supplier relationships or category strategies support cost savings and long-term value.
• In tax, it might mean helping a business navigate complexity and make confident decisions around risk and compliance.
• In change and transformation, it’s about understanding how people, process, and technology connect to deliver measurable improvement.

Employers aren’t just hiring for what you can do today – they’re assessing your potential to evolve with the business.

If you’re early in your career or haven’t yet had exposure to that broader context, you can still demonstrate the right mindset. Ask yourself:

• Where have I improved a process, even in a small way?
• How have I supported better decision-making or saved time for others?
• Can I describe examples where I’ve made a measurable impact or added clarity?

The strongest candidates show they understand why their work matters – not just what they do.

2. Translate your experience into results

Even experienced professionals can undersell themselves when describing what they do. CVs, LinkedIn profiles, and interviews often focus on tasks and responsibilities – what you did – rather than what changed as a result. In a competitive market, that distinction is critical.

Recruiters and hiring managers aren’t just looking for evidence of activity; they’re looking for impact. They want to understand how your work moved the dial – how you improved efficiency, influenced decision-making, or delivered measurable business value.

So rather than saying:

“Responsible for preparing monthly management accounts and reporting to the board.”

you could say:

“Delivered monthly board reporting and financial analysis that identified cost-saving opportunities and improved forecast accuracy across three business units.”

That subtle shift – from function to outcome – immediately positions you as a contributor to performance, not just a processor of information.

This mindset applies across every discipline:

• A Finance Manager could show how they improved forecast accuracy, embedded new reporting tools, or partnered with operational teams to shape commercial decisions.
• A Head of Procurement might highlight how they restructured categories to deliver long-term value, improved supplier diversity, or strengthened ESG compliance.
• A Tax Manager could describe how they simplified complex compliance requirements, advised on international structuring, or enhanced risk management processes.
• A Programme Director for Transformation might demonstrate how they aligned people, process, and technology to deliver measurable efficiency or cultural change.

Ultimately, differentiation comes from showing how you make things better – for the business, for the team, or for the customer.

3. The top skills in demand across finance, procurement, tax, and change & transformation

The market continues to evolve quickly – shaped by economic uncertainty, tighter budgets, and the rapid adoption of AI, automation, and data-led decision-making. Across Cedar’s four specialist disciplines, several clear skill priorities are emerging for 2025.

Accountancy & Finance

• Commercial finance and business partnering – driving strategic decisions through data-led insight and narrative reporting.
• ERP and systems integration – experience in tools like SAP S/4HANA, Oracle, and Workday Finance.
• Transformation and change leadership – supporting automation, process redesign, and AI-led forecasting.
• Stakeholder management and communication – translating complex financial information into clear, actionable guidance.

Procurement

• Digital procurement tools and analytics – proficiency in Coupa, Ariba, and data-led supplier management.
• ESG-aligned sourcing – balancing commercial, environmental, and social objectives.
• Contract and supplier relationship management – mitigating risk, improving value, and building long-term partnerships.
• Cost optimisation and transformation – demonstrating measurable ROI from procurement initiatives.

Tax

• Advisory and cross-border expertise – international structuring, transfer pricing, and global compliance.
• Tax technology – automation, reporting systems, and data analytics tools.
• Strategic communication – translating complex regulation into commercial advice for leadership teams.
• Governance and risk management – building robust frameworks to meet evolving HMRC and OECD standards.

Change & Transformation

• AI implementation and RPA – leading automation initiatives that deliver data-driven efficiencies.
• ERP transformation – overseeing end-to-end integration and driving stakeholder adoption.
• Data governance and analytics – turning information into insight and ensuring compliance.
• Leadership and stakeholder engagement – aligning people, process, and technology to achieve meaningful change.

For a deeper look at salary ranges, market shifts, and emerging skill priorities across each discipline, explore Cedar’s Salary Guide – an in-depth overview of 2025 market trends and the skills shaping demand across finance, procurement, tax, and change & transformation.

4. Building the experience you’re missing

Few professionals align perfectly with every brief, especially in a market where roles evolve faster than job titles. What separates those who progress is how deliberately they build the experience they don’t yet have.

Employers notice candidates who take ownership of their development – those who view career growth as a journey, not a sequence of promotions. Often that means being open to lateral moves or short-term opportunities that broaden your skill set and perspective.

Think progression, not promotion.
Some of the most successful leaders we meet have taken sideways steps to gain exposure in new disciplines, sectors, or projects. A finance manager who moves into a transformation role to lead an ERP rollout, or a procurement specialist who joins a sustainability taskforce, builds experience that accelerates long-term progression.

Use interim and contract work strategically.
Interim and contract roles can be powerful accelerators – offering access to transformation programmes, new sectors, or high-impact projects that build credibility and stretch capability. At Cedar, we regularly see candidates who take on one or two interim roles return to the permanent market with broader skills, stronger networks, and sharper confidence.

You can explore Cedar’s latest interim opportunities here.

Create your own learning roadmap.
Once you’ve identified the skills you’re missing, build a plan to close the gap:

• Volunteer for internal projects or transformation pilots.
• Shadow peers in adjacent teams to learn new processes.
• Take targeted courses in analytics, AI in finance, ESG, or project delivery.
• Track your outcomes and feedback to evidence growth.

What employers value most isn’t a perfect CV – it’s a clear trajectory and momentum towards the next stage of your career.

Keep up to date with career advice, market insights, and practical guidance on building in-demand skills through the Cedar Insights Blog, regularly updated with expert perspectives from our consultants across finance, tax, procurement, and change & transformation.

5. Learning from rejection and staying resilient

The job market is challenging right now. Roles across finance, procurement, tax, and change attract high-calibre professionals who often share similar experience. Sometimes, the difference between progressing or not comes down to timing, team fit, or factors outside your control.

It’s easy to take rejection personally, but the most successful candidates treat it as information, not failure. Each experience helps refine how you tell your story and where your skills best fit.

Ask for constructive feedback where you can. It might highlight a missing skill, or simply confirm you were edged out by someone with a slightly closer background. Both are useful insights.

Resilience isn’t about ignoring disappointment – it’s about using it to improve. Reflect on what worked, adjust what didn’t, and keep the conversation going with your network and Cedar consultant. Every “no” brings you closer to a “yes” when you treat it as part of the learning process.

6. Strengthen your professional brand

Your reputation often reaches hiring managers before your CV does. LinkedIn, professional networks, and peer recommendations all shape how you’re perceived – sometimes long before you start applying.

A strong personal brand isn’t about self-promotion; it’s about credibility and consistency.

Start with the basics:
Keep your LinkedIn profile complete, current, and directional. Use your headline to capture your expertise, ensure your ‘About’ section reflects your professional focus, and refresh your skills and recommendations regularly – ideally after each major project.

Build visibility, not volume:
Post thoughtfully rather than frequently. Share insights, comment meaningfully on others’ content, and engage in discussions about your field. When employers or recruiters look you up, they should see evidence of an informed, engaged professional who adds value to their discipline.

Expand your professional circles:
If you’re a member of a professional body such as the ACCA, CIMA, CIPS, or CIOT, make the most of it. Join networking groups, attend webinars, and connect with people working in your target sectors. Build relationships with recruiters early – not just when you’re job-hunting.

Approach job searching differently:
Applying for roles isn’t just about responding to job adverts. Many opportunities never make it to market. Stay active in your network, keep in touch with past colleagues, and reach out to recruiters who understand your discipline. Opportunities often come through visibility and relationships, not applications.

Over time, this consistent effort builds authority and trust – the foundation of every strong personal brand.

7. Conclusion: Stay focused, stay visible, stay ready

The reality is that the market is tough. Even excellent candidates can miss out on roles, but each step forward builds clarity and confidence. The professionals who thrive share three things: self-awareness, adaptability, and persistence.

Some will progress through sideways moves; others through interim roles or transformation projects. What matters most is momentum – the willingness to keep developing and stay visible.

At Cedar, we see it every day. The candidates who stand out aren’t always the ones with the longest CVs, but those who are clear about where they’re heading and deliberate about how they’ll get there.

If this particular role wasn’t the right one, use the moment to refine your direction, invest in your learning, and keep the conversation going. Because the right opportunity is rarely about luck – it’s about readiness.