What employers really think about AAT students – and how to impress them early Posted 02/16/2026 by Marianne Curphey & filed under Students. We spoke to different employers to see what they are looking for in AAT students, and how you can prepare for the world of work. Starting your first job in accountancy can feel daunting, but you can be confident that your AAT qualification is recognised and respected. Before you join the workplace, here’s how to be career-ready from day one, according to experts. Getting ready for work Preparing yourself for employability actually starts during study, not after you finish. The good news is that your AAT qualification is centred around practical, workplace-focused learning and strong technical foundations. Employers know that AAT gives you the skills they are looking for. In addition, when we talked to employers to find out what was important to them, three key skills stood out: Being open and willing to learn. Being aware of professional standards and ethics. Being able to communicate well, listen to instructions, and ask questions. What are the professional behaviours and skills that employers value most? Rachel Harris, founder of striveX accountants, says that her hiring process is about finding people with the right personal qualities as well as technical skills, so they fit in with the culture and vision of the company. “Our first interview is a values ‘vibe check’ conversation, simply checking for alignment,” she explains. “We then follow up with a technical or skills-based task in the second interview before the candidate meets the team. “We hire people with a minimum amount of practical experience and who score highly on core values before we hire for technical skill. Technical knowledge can be taught, but attitude and ownership are much harder to train.” Rachel says the qualities that stand out most are: Curiosity and willingness to learn. Personal responsibility and follow-through. Emotional intelligence and kindness. Pride in doing work properly. Openness to feedback. Respect for systems and process. Don’t worry if you don’t feel completely ready or totally confident about taking on your first job. Employers don’t expect you to know everything, but they do want to find someone who is willing to learn. “A big misconception is that employers are looking for ‘finished’ professionals,” Rachel says. “We’re not, we’re looking for coachable people with strong foundations. “Another misconception is that confidence equals competence. In practice, the most successful early-career hires are often the ones who ask thoughtful questions, take notes and double-check their work, not the ones who try to appear like they already know everything.” That willingness to learn can be an advantage if you engage with your training and ask lots of questions. “I’m not necessarily looking for you to answer every question correctly, but how you handle the situation when you don’t know the answer,” she says. “Turning up prepared and communicating clearly will often outweigh small gaps in knowledge.” How can I demonstrate my professionalism and commitment before I apply? If you want to stand out in your first job, then paying attention to reliability and time management are two of the most important ways that you can start to build your own career skills while still a student. “These are foundational,” Rachel explains. “If someone is reliable, we can build everything else around them. If they are not, nothing else scales safely. Employers are not expecting perfection, they are looking for professionalism, ownership, and a genuine desire to grow.” She says other important skills to develop are: A willingness to learn and ask questions: good questions prevent errors and accelerate growth. Professional attitude and communication skills: clients and teams both depend on this. Tone, clarity and respect matter every day, not just in formal situations. Ethical awareness and attention to detail: non-negotiable in accounting. Ethics and accuracy protect clients, firms, and careers. When you are studying, Rachel suggests you connect every topic to a real business scenario, get comfortable using accounting software environments where possible, and build habits around documentation and evidence. This means treating your studies like a job, not just a course. This could be meeting your own deadlines early, keeping structured notes and working papers, writing clear, professional emails and volunteering for responsibility in group work where possible. Cultivate the ‘soft’ skills and show professionalism Mike Sole, Partner, Batchelor Coop Chartered Accountants, and Deputy Leader of Canterbury City Council and Leader of the Liberal Democrat Group & Cabinet Member for Finance, says good communication skills are now an essential part of an accountant’s job. “Accountancy, for me, is much more about the people I’m dealing with than the numbers,” he explains. “You don’t need to be a mathematical genius. People skills are more important.” He says technical skills are hard to assess in a 30-minute interview, and so part of the assessment is on character and professionalism. “We look at the person. Are they nice? Will they fit in with the team? That’s more important than a perfect CV. You can train someone with the right attitude,” he says. Andy Sullivan, Managing Director at Complete HQ, says that when hiring newly qualified staff, he focusses less on technical perfection and more on fundamentals and mindset. “The qualities that consistently stand out are reliability, clear communication, curiosity and a willingness to take responsibility early on,” he says. “Technical knowledge can be developed quickly in the right environment, but professionalism, judgement, and how someone engages with colleagues and clients are much harder to teach.” He says that one common misconception is that early-career roles are purely technical. In reality, even junior roles involve communication, commercial awareness and managing expectations – particularly in practice. He said: “During their studies, I’d encourage students to practise professional habits early: meeting deadlines, communicating clearly, being proactive when something isn’t understood and looking for opportunities to apply learning in real-world contexts. “Even part-time work, placements, or shadowing experienced colleagues can make a significant difference to confidence and career readiness.” Think about problem solving and be business aware Andy Smith is Founder of Abbeygate Accountancy and Finance Director at John Banks Group. He says he looks for candidates who are hardworking, business aware and interested in strategy. “When I’m hiring, I look at how someone comes across,” he says. “Are they open to driving themselves and the growth of the company? I don’t expect them to know everything, but I want them to want to learn. Also, the softer skills are so important now, including communication, forward thinking, problem solving and how to deal with difficult people.” Zara Bayley, of Base2Base Bookkeeping, says that an awareness of the culture and approach of your new employer is very important. “When you start your job, check what the policies and procedures are in terms of professionalism, for example dress code and office hours, as different workplaces have a different approach.” If you are already working and studying, Zara suggests you look for tasks within your work that relate back to your exam modules. Gaining real life experience and showing interest and curiosity in your studies can really impress a potential new boss, as well as doing software courses as part of your CPD. Remember, your willingness to learn gives you an advantage Ultimately, employers aren’t expecting you to be the finished article – they’re looking for curiosity, professionalism and the mindset to keep learning. By treating your studies like the start of your career, by asking thoughtful questions and building good habits early, you can step into the workplace with confidence and show that you’re committed, coachable and ready to grow. Further reading From study to strategy: how to think like an accountant before you qualify Networking support: top tips for building connections as a student 6 ways to improve your communication skills during phone calls
“Become the person they can’t imagine running a business without” Posted 02/12/2026 by Georgia Lewis & filed under Career profiles, Members, Students. Fractional CFOs share their experiences and advice on the challenging but rewarding career. Accountancy qualifications open up a vast range of career options, including chief financial officer (CFO). The CFO role is usually a senior executive position, especially within major companies, but the same role can be performed in a fractional capacity. This is seen as a cost-effective option for smaller and scaling businesses that may not have the salary budget for a full-time CFO. Fractional CFOs provide part-time, high-level financial strategy and leadership to companies on a contractual basis, effectively working as freelancers. The role requires expertise in budgeting, forecasting, cash flow management and fundraising. We asked four fractional CFOs about their experiences and advice. Jump straight in and learn to market yourself Imran Hussain, Founder, imranhussain.com I’d worked for startups and SMEs for about 15 years, slowly realising that I was doing roles that were more senior than I was being paid for and the title I had. I wanted to do something for myself, simply because I needed the money at the time. In 2016, I set up a side hustle helping people with bookkeeping and management accounts. My clients thought they needed a bookkeeper and a finance manager, but I realised they needed a CFO. They either didn’t know this or didn’t have the money for a full-time hire, so I stepped into the role on a fractional basis. The business just evolved from there. My clients have been in a wide range of industries, such as manufacturing, eCommerce, automotive, marketing, education, SaaS and many more. I like working with a variety of entrepreneurs with a variety of challenges. It keeps me on my toes and is a great way to keep my skills up to date. If you work with an employer, you only have the expertise in one company, I can get exposure to five or six companies at any one time. My biggest challenge is working with entrepreneurs who are struggling with their business, but refuse to change the way they are doing things. I feel sticking to old ways is sinking the ship. Convincing them to change is my biggest hill to climb. If you’re an aspiring fractional CFO, I would say jump straight in – even if you don’t think you’re ready. You will learn a lot by simply doing and adapting. And learn to market and sell yourself, because sometimes you spend a lot of time convincing people that their problem is not that they need an accountant or a bookkeeper, but a CFO. My clients thought they needed a bookkeeper and a finance manager, but I realised they needed a CFO. Become the person they can’t imagine running a business without Harriet Formby, Fractional CGO, Below The Line Finance I’d previously worked in practice specialising in supporting startups and growing businesses, then moved into industry in financial leadership roles across M&A, transformation and change in a wide range of sectors. I enjoyed the depth of being in industry, fully immersed in one business, but I loved the variety of having multiple clients and projects and always had a desire to work for myself. Working fractionally brought together the best of both worlds, so I combined my skills and experience from everything I’d been involved in and set up my own consulting and accountancy practice to make the transition. I’m currently working with a variety of businesses on a fractional basis, including a growing professional services firm, a retailer undergoing restructure, and several not-for-profits navigating periods of change. My fractional clients usually span a diverse range of industries and stages, but the common thread is that they are all mission-led. I love being involved in really interesting and exciting work, feeling genuine satisfaction when things go well and clients meet their goals. The variety meets my personal desire for novelty and expansion, and I thrive on setting my own schedule and working in a way that suits my preferences and style. But things can get intense. I’m usually working with businesses going through periods of change where stakes are high, and each engagement needs suitable time and attention. So managing my time and energy across multiple clients takes real discipline, as does being clear about what’s in scope and what’s additional. There’s also the responsibility of running your own business alongside the client work – bringing in leads, marketing, admin. It’s all part of the fun but it does add pressure and responsibility. I would advise aspiring CFOs to get as much experience as possible across different scenarios, company sizes and industries. Get curious about what things mean beyond the numbers on the page. What story do they tell? What can you say about that and where to go next? Seek out exposure to C-suite decision-making. Transferable skills and broad experience are really important. But at the same time, use that experience to build your niche. The fractional CFO market is growing rapidly, so “I can do a bit of everything for anyone” isn’t a proposition. Work out who you want to serve, understand their world deeply, and become the person they can’t imagine running their business without. Get curious about what things mean beyond the numbers on the page. What story do they tell? Earn your credentials before you become a fractional CFO Aaron Howe, Independent Finance Consultant and Troubleshooter Working as a fractional finance professional when I was qualifying as an accountant allowed me to work for blocks of time then commit to study and exams at others. Then during the pandemic I saw a lot of organisations struggling and in need of my skills, so I went back to fractional work as a means of supporting as many of them as I could at once. I work primarily with service businesses in the tech, creative and professional services sectors. Ordinarily, my clients have sub-£10 million in turnover and are seeking to stabilise, grow steadily or prepare for a transaction, but are unsure what to do next. The best parts of working as a fractional CFO are being able to help businesses at their most critical junctures, and enabling them to access services they otherwise might not be able to afford full-time. I can set my own timetable for the most part, which means I can stick to my outside commitments and manage a range of client sizes. Some of my clients are just starting out on their own, while others have been in business for more than a decade and have many staff, but no senior finance support. Being fractional, I can pick up work when I want it and take longer breaks than I could have being a salaried employee. The most obvious challenge is finding work. I put a lot of time into networking events, but I still rely most heavily on advertised roles and convincing hiring managers that fractional may be a path they haven’t thought of. On the other hand, sometimes I’m too busy and have to turn away clients I’d otherwise love to work with. The economic environment greatly affects things – contractions can mean opportunities for me, but they can mean existing staff are entrenched in their positions, so there’s no room for me to step in and help. Work hard on earning your credentials before you enter the market as a fractional CFO. The bar for experience and abilities is higher than it is in the employed sector because results have to come quickly. Be ready to handle your own business operations alongside those of your client base, too. The seemingly never ending tax returns, pension planning, payroll, cash flow management are all down to you, unless you join a fractional group company. But it’s worth it when you consistently deliver results for a number of organisations and see the direct impact your work. The best parts of working as a fractional CFO are helping businesses at critical junctures and providing services they otherwise might not be able to afford full-time. Have robust time management and communication processes Ian Matthews, Chief Financial Officer, Third Road Management In my prior role as CFO of an international business consultancy I was covering four distinct entities spread across the Americas, Europe, Asia and Australasia, each with a local stakeholder and distinct operations. After that role, I was looking for new opportunities and came across the fractional CFO concept. It struck me that I had already been fulfilling a very similar function. I currently have a portfolio of US clients in the retail, manufacturing, business services and space exploration industries. They range in age from startups to more than 25 years old, and in revenue from $5 million to $40 million. The diversity of the work is great – each client brings a unique set of challenges, opportunities, personalities and business models. That variety keeps the work engaging and intellectually stimulating. Every engagement offers the chance to learn new insights, refine processes and discover different approaches that can be applied across clients. The primary challenge is managing time and priorities. Working with multiple clients – each with different demands, timelines and leadership styles – can create scheduling conflicts, especially when reporting to several CEOs or owners simultaneously. Success depends on proactive planning, clear expectation-setting, and responsive, transparent communication to ensure alignment and maintain trust across all engagements. Stepping from a role with a single organisation focus to one dealing with multiple entities each week, or even each day, requires mental and functional flexibility, so be sure to have robust time management and communication processes in place. The primary challenge is balancing time and priorities to manage multiple clients with different demands.
Networking support: top tips for building connections as a student Posted 02/12/2026 by Harry Rogers & filed under Networking, Students. Gareth John, qualified chartered accountant and tutor at First Intuition, explains how AAT students can network effectively to grow their career opportunities. Building a successful career in accounting isn’t just about what you know – it’s also about the connections you make along the way. Networking can open doors you didn’t even know existed. From starting conversations that feel more natural, to making the most of events, Gareth acknowledges that networking can feel like a scary task at first, but it’s more about the attitude you have towards it that can hold you back. “I’m gutted I didn’t start my networking journey earlier and younger,” he said. “It probably wasn’t until I was well into my 30s, maybe closer to 40, before I really started taking networking seriously. “You’re never going to be good at anything, whether it’s exams or networking, unless you embrace it mentally and you know why you want to do it. If you approach networking with quite a negative mindset, such as ‘it’s going to be scary’, or ‘I don’t see the point of it’, it’s never going to work. “It’s a bit of a cliché, but your network is your net worth. It would be very hard to measure the value of a network, but building relationships with potential customers and clients could lead to future business. “It’s about building relationships and building connections. This might lead to a sale at some point in the future, but that’s not the purpose straight away. I’ve met plenty of people I would now call friends through networking events.” How do you start a conversation when networking? The main thing to remember is that everyone going into a networking event is in the same boat. It can feel daunting starting a conversation with someone you don’t know, but Gareth suggests that speaking up also helps others. He said: “It’s important to never be afraid. You’ve got to remember everyone’s a little bit nervous when networking. Everyone’s a little bit shy. So, be kind and say hello to somebody and they’ll probably be really grateful you did. “I think the less you can talk, the better. The more you can prompt somebody else to tell you about them using nice, broad, open questions is a great place to start. So, at this time of year, I’ll often be saying to people, ‘what was your experience of last year?’ or ‘what do you think this year is going to look like?’, plus ‘have you got any major plans for this year?’ etc. “Also, don’t overthink it – you want to be imperfect, and you want to be vulnerable. I think vulnerability is a lot more appealing as a human being than people who have a perfect façade and the perfect career. I’m very, very open about problems I’ve had in my professional life and I think that helps you build a rapport much more quickly with people.” Don’t let shyness put you off There are plenty of introverts who work on their social skills to better their career opportunities at networking events, Gareth being one of them. He said: “Don’t let a lack of confidence put you off at all. I am an extremely shy person, I’m a huge introvert and I haven’t got a huge amount of confidence. Going into a networking event is my biggest fear, but I’ve learned to do it really well. “I’ve found that my own shyness and introversion is my superpower because it’s meant that I’ve had to do events in my own way. I’ve had to learn to adjust to them and now most of my current role is networking. “If you’re a bit nervous of going to networking events, you could always try organising your own because you’re in control. You can decide who’s coming and you’ll probably feel a lot more comfortable.” Virtual networking If you’re unable to attend in-person events to meet new faces, you can always try virtually meeting someone. Wherever it is, Gareth advises that students should always be thinking one step ahead after an initial meeting. He said: “The key thing with networking is the follow up that you do. Perhaps see if there’s any common ground, maybe even organise a virtual coffee if you can’t meet in person. It’s making sure you commit time to it. “I attend an awful lot of meetings online with different people, and I will always note down everyone who’s in that meeting so that later, I can send them a LinkedIn request. When you send somebody a link request, there is an option to add a message – always take that option. “Use that message to give context on where you might have crossed paths before, as it could be much later down the line that you reconnect. That message sits in your chat history forever, so if you build a large network, you’re able to refer back to when you first met them.” Go “chasing butterflies” and be punctual Gareth says that those who feel anxious about walking into a room full of strangers should be chasing that feeling, because it helps you grow professionally. “I get butterflies in my stomach when I’m doing something that makes me anxious or gives me that imposter syndrome feeling. A lot of people back off when they feel those butterflies as it can feel like something awful is going to happen. “I’ve learned now not to run away from the butterflies, but firstly accept them, and then chase after them. “If I’m making big decisions in my life or career and it doesn’t give me butterflies, I don’t do it. Why would I waste my precious time doing anything that doesn’t give me that adrenaline? That kind of nervousness is what helps you develop personally and professionally.” Finally, Gareth suggests that arriving early and getting to know a networking event organiser can have a profound effect on your confidence, and overall success of the experience. He added: “Always arrive early to a networking event, there’s nothing worse than being late and it’s already a crowded room where everyone’s already chatting. “Go early when there’s only another three people there because it’s so much easier to start conversations, and then other people will probably join you as they arrive. “I’m also a big believer in getting to know the organiser. I sometimes turn up before an event has started so I can get to know them. Usually, this means when other people start to arrive, they’ll introduce me.” 5 key takeaways from Gareth Be curious, be imperfect and be vulnerable. Don’t wait to start your networking journey. Don’t let shyness put you off – turn this into your superpower. Always follow up with someone after meeting them. Arrive early at networking events and get to know the organiser. These comments were taken from the Networking 101: Unlocking opportunity through connection webinar which took place during AccelerAATe 2026. To watch the full session, and find more useful content, click here. Further reading Make the most of social media networking How to build your personal brand while studying AAT What is AAT’s student advisory group and how can it help you?
AAT’s new Level 4 qualification will focus on real-world skills for the future Posted 02/12/2026 by Harry Rogers & filed under AAT news, Students. Employers, tutors and students were brought together at AAT’s head office in Canary Wharf to celebrate the launch of its Level 4 Diploma for Professional Accounting Technicians. The morning event took place on 6 February and was created not only to officially launch the qualification, but to also explore its potential and build early momentum for what will be a transformative qualification for the sector. AAT CEO, Sarah Beale welcomed guests, before they were introduced to the vision, purpose and impact of the new qualification by Product Manager (AQ), Clare Dye. Different panels made up by subject matter experts and key sector employers then explored the qualification’s potential, offering real-world perspectives. This was followed by a networking lunch which concluded the event. Preparing students for modern finance roles With one in three businesses struggling to recruit for finance and accounting roles last year, employers consistently report difficulty finding candidates with the right blend of technical knowledge, problem solving ability and interpersonal skills. The role of an accountant is rapidly changing, so the need for personal skills to coincide with technical ability is where the new qualification comes in. Clare Dye, who spoke to guests on the day about how the qualification will prepare students for accounting roles in the future, said: “The AAT Level 4 Diploma for Professional Accounting Technicians provides the real-world ready skills needed to thrive in a fast-moving finance landscape. “We’ve worked closely with employers, training providers and students to develop something that really enables students to be ready to contribute to business success from day one. “Employers noted this qualification creates a solid foundation for success, building professionals who are ethical, data-savvy and future ready.” Emily Orchard-Pain, who has completed her Level 2 qualification and attended the event, said the qualification is definitely something she will consider in the future. “It was really great to be at the event,” she said. “Everyone was so friendly and I think what really came through for me was the amount of input that AAT looks to get from students, tutors and training providers. “The qualification really feels like a well-rounded course and one that is going to be relevant for students as they’re taking steps into new technology and other issues that we’re facing in all sorts of industries. “I’m also quite excited to see that all the modules are mandatory as I’ve looked ahead when I’ve been planning out my route and thinking about what I will study at level four. It feels fresh and relevant, and I’m looking forward to moving on.” James Wright, Senior Lecturer and Program Leader of Accounting and Finance at the University of Chichester, also attended the event and said: “The level four qualification, in my opinion, is not just for a student who’s fresh out of college or university, but also for students who are maybe later in their career or wanting a change. It really gives you that foundation knowledge.” Co-designed with employers and informed by training providers, the new qualification ensures students gain experience in communicating financial information, applying digital capabilities and the real skills needed for the workplaces of today and the future. As a Higher Technical Qualification (HTQ), it also means students can access the Lifelong Learning Entitlement, opening up greater flexibility in how they continue their studies. Key takeaways from the launch event The qualification reflects how finance roles now operate: turning data into insight, influencing decisions and shaping business performance. Students are being prepared for how finance teams work today: analytical, commercial, digital and ethically grounded. A single, mandatory core gives employers, providers and students clarity on what a Level 4 professional can do. Therefore, there is no variation and no ambiguity. The qualification is designed for where finance is going: greater use of data, stronger controls, strategic contribution and professional judgement. This is a deliberate step forward for students, providers and employers by raising capability while supporting a smooth, collective transition. What modules make up the Level 4 Diploma for Professional Accounting Technicians? There are two units which make up 50% of the qualification which target business acumen. These units will develop the critical thinking and broader perspective required for strategic advisory roles. They are: Financial Accounting (weighting 25%), this includes: drafting financial statements (single entity) in line with international standards, interpreting financial statements using ratio analysis and analysing performance. Management Accounting (weighting 25%), this includes: use of cost and management accounting techniques to aid control, critically evaluating organisational performance, short/ long-term decision-making support, budgeting and forecasting, as well as skills to monitor and manage liquidity. Another three units then make up the rest of the qualification which targets technical skills that confirm the student’s ability to handle complex computational tasks with precision. These are: Audit and Internal Controls (weighting 15%), this includes: evaluating internal control systems, understanding risk and compliance, along with reporting audit findings Principles of Taxation (weighting 15%), this includes: calculations for UK taxpayers (Income Tax, Capital Gains), identifying tax planning, tax avoidance, tax evasion and money laundering, as well as Corporation Tax calculations. Advanced Business Awareness (weighting 20%), this includes: strategy, ethics and sustainability, using complex business concepts to support informed decisions, along with Technology and data privacy. Registrations for the Level 4 Diploma for Professional Accounting Technicians will open on 1 September 2026. For more information go to aat.org.uk/BeFutureReady
From AAT apprentice to Co-Founder and CEO of Mazuma Posted 02/11/2026 by Christian Koch & filed under Apprentices, Apprenticeships, Career-boost. Lucy Cohen reflects on how her apprenticeship led to her setting up her successful firm Mazuma at just 23 years old. Lucy Cohen is CEO/co-founder of accounting firm Mazuma and was recently appointed AAT’s youngest-ever president. She started her finance career as an AAT apprentice, working in the accounts department of a Cardiff hotel. She co-founded Mazuma a few years later, aged 23 and with just £100 in her bank account. Today, the firm employs over 70 people and manages the accounts of 10,000 small business clients across the UK. How I got there: my apprenticeship-to-CEO journey I originally wanted to study media and drama at university, but it didn’t work out. Instead, I blagged my way into working as a production runner and ‘dance double’ on film sets. It wasn’t fulfilling, so I went to a careers officer who suggested working in accounting. I then walked across the road to the Jurys Inn Cardiff hotel and asked if they had any jobs in accounting. A few days later I was working there. I soon fell in love with accounting. My apprenticeship ultimately led to me starting Mazuma because I wanted to use my accounting skills to build a product for small businesses. What advice would you give your former apprentice self? Be prepared for knockbacks and don’t take rejection too hard. In the world of work, not everything will go your way, but there’s always opportunities to fix things. I once screwed up so badly as a 19-year-old apprentice, I thought I was going to be sacked from the hotel where I worked. I entered the wrong number on the SAP when doing a food/beverage order, resulting in me ordering 60 bottles of the wrong wine! I did get a telling-off from my FD for accidentally ordering this more expensive stock, but the hotel manager managed to sell the wine at a profit. It taught me a valuable lesson: when things go wrong, always take a breath and look at the bigger picture before flapping your gums. Apprenticeships also help build resilience. When you’re in university or higher education, it can be a supportive environment. But as an apprentice, you’re suddenly thrown into a world where you’re expected to be a grown-up. What’s the best way for a current AAT apprentice to follow in your footsteps? Be curious. When running a business, you need to be curious because nobody’s there to give you the answers – the buck stops with you. As CEO, you need to figure problems out for yourself. If you approach challenges with curiosity rather than fear, you’ll find ways to overcome them. We employ apprentices here at Mazuma. Alongside curiosity, I always look out for work ethic and enthusiasm in our trainees. If you ask your manager to spend a few hours shadowing payroll to learn more about the department, you’ll stand out. What did you learn as an AAT apprentice that you still use today as a CEO? One of the biggest benefits of being an apprentice is learning how to navigate how workplaces function early on. You’ll see first-hand what MDs, CEOs and CFOs actually do, plus learn how to operate in a multi-generational workforce. Because you may be working alongside people you don’t necessarily like, you end up developing some useful communication skills. I set up Mazuma at 23 with just £100 in my bank account, working from my spare bedroom. I sometimes look back and wonder why anybody trusted me – I was so young! I think they did because I was credible, thanks to my AAT qualification and the social skills my apprenticeship gave me. There used to be a stigma around apprenticeships, that they were inferior to university degrees. I think that’s gone now. People are doing the economic return-on-investment on university and thinking, ‘Do I want to spend £40,000 on something that has no guaranteed job afterwards?’ How has CPD helped you progress? I’m a dedicated lifelong learner – you never stop being an apprentice! Look at how quickly the world is changing. You can’t be like, ‘Well, it wasn’t like this when I studied!”. If you want to succeed in your career, you’ll have to learn new things. But that’s exciting: who wants to do the same thing all their lives? What’s the best way to raise your profile as an apprentice? Use personal development meetings to be clear about your ambitions. If you tell your line manager, “I want to be FD [Financial Director] in five years’ time: what do I need to do to get there?” they’ll guide you to the right experience and training. What’s the best way for apprentices to acquire leadership skills early in their career? Observe leaders and managers in action. In meetings and town halls, watch how managers communicate. Are they engaging? Do they feel accessible? Are people energised or switched off? Work out why they’re good (or bad) leaders. Sometimes you learn just as much watching a bad leader as a good one. Lessons for apprentices 1. If there’s an area of accountancy you want to work in, just go for it. So what if you work there for six months and you don’t enjoy it? Learning what you don’t enjoy is just as valuable as discovering what you do. 2. Challenge everything. Always look for a better way to do things. For example, if a project’s too slow, figure out what could be delaying it. 3. Keep your managers in the loop on projects. If a deadline is approaching and I haven’t heard from my team, my assumption as a CEO is that it isn’t going well. Silence before a deadline is never good.
Are you one of them? 864,000 sole traders and landlords face new tax rules in just two months Posted 02/05/2026 by AAT Comment & filed under Making Tax Digital, Members, Tax. Act now to prepare for Making Tax Digital for Income Tax (MTD for IT). From 6 April 2026, approximately 864,000 sole traders and landlords with qualifying income over £50,000 annually will need to: keep digital records, use MTD-compatible software and submit quarterly summaries of their income and expenses to HMRC. Qualifying income is gross income from self-employment and property before any tax allowances or expenses are deducted. HMRC is urging those in scope to read the guidance, choose software and sign up on GOV.UK. Those who use a tax agent should speak to them about preparing. What’s happening? From 6 April 2026, those eligible will need to use recognised software to keep digital records. They will also have to send HMRC light-touch quarterly updates of their income and expenses. These are not extra tax returns. And at the end of a tax year, those within MTD will still need to file a tax return by the following 31 January. How’s MTD for IT being introduced? Those joining MTD in April 2026 will still file their tax return for the 2025 to 2026 tax year in the usual way by 31 January 2027, as this covers the period before MTD begins. The first MTD tax return, covering the 2026 to 2027 tax year, will be due by 31 January 2028. Under the new system, penalty points will be given for each late submission, with a £200 penalty only applied once four points are reached. This means occasional slip-ups won’t result in immediate fines. To support the transition, the government has announced that customers joining MTD for IT in April 2026 will not receive penalty points for late quarterly updates, for the first 12 months. Tools available HMRC is providing a range of free support to help people prepare, including online guidance, webinars and videos. Free software options are available and once income and expenses are recorded, the software generates a simple summary to send to HMRC. The software will already hold the information from the quarterly updates, meaning no last-minute hunt for records or receipts when it comes to filing the end-of-year tax return. Who is exempt? Those who genuinely cannot use digital tools – the digitally excluded – can apply for an exemption. Further information and guidance are available on GOV.UK. For now, MTD only applies to those with gross income above £50,000. However, the threshold for qualifying income is going to get lower: anyone with gross income above £30,000 will need to comply with MTD from April 2027 the threshold decreases again to £20,000 from April 2028. What does HMRC say about MTD? Craig Ogilvie, HMRC’s Director of Making Tax Digital, said: “With two months to go until MTD for IT launches, now is the time to act. A range of software is available and the system is straightforward and helps reduce errors. Thousands of volunteers have already used it successfully. “This will make it easier for sole traders and landlords to stay on top of their tax affairs and help ensure everyone pays the right amount of tax. “Spreading your tax admin throughout the year means avoiding that last minute scramble to complete a tax return every January. Go to GOV.UK and start preparing today.”
From AAT apprentice to CFO and partner Posted 02/02/2026 by Christian Koch & filed under Apprentices, Career profiles, Career-boost. Former AAT apprentices Mark Clayton and Victoria Wainwright talk about stepping outside their comfort zones, the importance of kindness and how they’ll never stop being trainees. Mark Clayton is CFO of China 2 West Services (C2W), a manufacturing and supply chain management company. Victoria Wainwright is office managing partner at mid-tier accounting firm Azets. Both started as AAT apprentices. Here they give their advice to anybody hoping to tread the same path. How we got there: Our apprenticeship-to-CEO journeys Mark: I studied AAT as an apprentice at a local practice in Northumberland. In 2007, at 20 years old, I left the UK for a gap year in China with an AAT qualification and not much in my pocket. I was then offered a role as finance and sourcing manager at C2W, before building a career in China through hard work and the belief that anything’s possible. Victoria: I left school at 16 without a clear idea what I wanted to do. My grandmother spotted a job ad in the local paper for a role working at an accountancy practice. Luckily, I loved it! I completed my apprenticeship and became one of the first AAT-qualified people to study for a chartered accountancy qualification at ICAEW. I worked at Bradford-based firm Naylor Wintersgill for many years, becoming managing partner in 2012, and helped grow the firm until selling to Azets in 2023. Today, we have 80 employees across three offices in West Yorkshire. What advice would you give your former apprentice self? Mark: Back yourself more. Don’t let fear, self-doubt or your background limit your potential. You’re capable of more than you think. Victoria: Believe in yourself – you can do it! I wasn’t an academic high-flyer and failed some exams when studying for chartered qualifications. Determination and goal-setting will get you there. What’s the best way for a current AAT apprentice to follow in your footsteps? Mark: Don’t ignore the incredible learning experience in front of your eyes. AAT gives you real-world finance skills that employers genuinely value. What determines how far you’ll go is your mindset. Be curious, take responsibility early and don’t fear mistakes: people are more forgiving than you expect. Also, don’t pigeonhole yourself as ‘just finance’. Great CFOs understand operations, sales, IT, manufacturing, HR and customers – not just the numbers. Get out from behind the desk. Learn the business. Build relationships. That’s how you become indispensable. Victoria: Step outside your comfort zone. Push your boundaries and say ‘yes’ to opportunities, even if they feel like a stretch. And don’t hesitate to reach out for help from peers and mentors – people want to see you succeed. What did you learn as an AAT apprentice that you still use today as a CFO? Mark: Discipline. AAT taught me accuracy, ethics and the importance of doing the basics well – even when no one’s watching. As a CFO today with thousands of people depending on trust, those early lessons remain the bedrock of how I work. The second lesson? Humility. My apprenticeship taught me I’m always a student: a mindset that’s stayed with me for 20 years. Victoria: AAT developed my soft skills*. Being able to communicate with people, from the managing director to your colleagues is invaluable. We’ve got 10 apprentices today. Sometimes, trainees are shy when they start their jobs. AAT helps them come out of their shell; it’s always nice to see how quickly their confidence grows. *AAT refers to soft skills as power skills due to their value in the workplace. How has continuous professional development (CPD) helped you progress? Mark: Continuous learning is the reason I’m a CFO today. After AAT, I studied CIMA, earned a master’s in global management, became a CPA (certified public accountant) and constantly upskilled myself in areas beyond finance, such as supply chain, leadership, psychology, even diplomacy. I’m now learning AI. This isn’t just about logging CPD hours on an Excel sheet: it’s about becoming the kind of person who grows faster than your environment. Victoria: CPD has been vital in my career, helping me evaluate my work and deliver a good service to clients. What’s the best way to raise your profile as an apprentice? Mark: Be someone people want to work with. Deliver consistent results (nothing builds a reputation like reliability), volunteer for projects outside your comfort zone, ask thoughtful questions (curiosity shows ambition and intelligence), network and share your journey publicly. I use LinkedIn for this. Victoria: Get involved with networking, professional bodies and local societies. I became an ICAEW council member at 26-years-old and served on multiple boards, including the West & North Yorkshire Chamber of Commerce. I’ve also championed women in finance, hosted events, and supported girls in STEM. What’s the best way for apprentices to acquire leadership skills early in their career? Mark: Leadership starts long before you get a title. Learn to listen (great leaders understand before they speak), put people first and get involved in community/charity projects. My charity work has taught me more about leadership than any textbook ever could. Victoria: Be kind to everyone! If you make people feel valued, you’ll go a long way. Lessons for apprentices Mark: 1. Purpose matters. Fulfilment comes from having a career you’re proud of but also helping others. In 2011, I founded Come Together Community, a charity which has raised $455,000 (£337,000) for local causes. 2. Find a mentor. Whether it was the practice partner during my apprenticeship, my dad, or my boss/business partner in China, mentors have helped me grow. 3. Remember: your AAT apprenticeship gives you credibility! Victoria: 1. Always have a ‘can-do’ attitude. 2. Seek out a good mentor. They don’t have to be colleagues. 3. Positivity, passion and purpose. If you remain positive and have passion for what you do (you really need to care about your clients and work!) then you have the purpose for what you’re doing.
Professional Conduct in Relation to Taxation bodies publish guidance on using AI in tax Posted 01/30/2026 by AAT Comment & filed under Artificial intelligence, Ethics, Members. Essential guidance for accountants using AI tools in tax work. The seven Professional Conduct in Relation to Taxation (PCRT) bodies and associations, including AAT, have published guidance to help members apply the PCRT fundamental principles when using AI tools in tax work. Topical guidance covering the application of PCRT to the ethical use of artificial intelligence tools The topical guidance is intended to be read alongside the main PCRT guidance when considering the ethical use of AI for tax work. It: explains what is meant by AI; gives examples of how AI tools could be used in tax; and considers the use of AI tools in the context of the PCRT fundamental principles, including identifying possible ethical risks and safeguards to implement. Public scrutiny of tax avoidance on the global stage means that international standard setters, notably the International Ethics Standards Board for Accountants (IESBA), have now also set ethical standards for tax planning. The new PCRT, which took effect from 1 January 2026, reflects these developments in ethical standards. Further assistance If in doubt about the ethical considerations of a particular case, you should refer to PCRT and the associated Help Sheets (A-E) on the website, available under the heading ‘Professional conduct in relation to taxation (PCRT)’. You can also seek advice from AAT by emailing [email protected]. Review our guidance and helpsheets here.
Suspicious Activity Reports (SARs) annual report Posted 01/28/2026 by AAT Comment & filed under Anti-money laundering, Anti-money laundering, Members. The UKFIU’s SARs annual report is available now. We’ve also summarised the key points for you. A Suspicious Activity Report (SAR) alerts that certain client activity or transactions are in some way suspicious and might indicate money laundering or terrorist financing activity. It provides valuable information on potential criminality and protects you, your organisation and UK financial institutions from the risk of laundering the proceeds of crime. Those working in the regulated sector are obliged to report knowledge or suspicion to the UK Financial Intelligence Unit (UKFIU) via SAR portal. The UKFIU is positioned within the National Crime Agency (NCA) and are responsible for receiving, reviewing, triaging and disseminating received SARs. On behalf of the UKFIU, we would like to share their SARs annual report. Key points We encourage you to read the report in full, but we’ve summarised some key points: the new SARs portal for reporters have helped to improve the quality of SARs 866,616 SARs were received (a decrease from 872,048 in the previous reporting period) the accountancy sector submitted 0.71% of all SARs received in the reporting period – banking and financial services continue to represent the largest proportion of SAR reporters the highest amount of assets ever denied from Defence Against Money Laundering (DAML) requests was recorded an average turnaround time for decisions for all DAML requests decreased from 3.11 days (in 2023-24) to 2.8 days the UKFIU received more inbound intelligence requests than any other Financial Intelligence Unit worldwide. We also encourage you to read the following articles: Important update to all regulated firms: UKFIU guidance library AAT’s annual report Further guidance Further guidance and support on risk management and other components of Money Laundering Regulations compliance is available on our AML webpage. You can also contact us on +44 (0)20 7367 1347 or via email at [email protected]. Future of supervision On 21 October 2025, the Government confirmed that the AML supervision for accountancy, legal and Trust and Company Service Provider sectors will move to a single professional services supervisor (SPSS), specifically the Financial Conduct Authority. While this is a big shift, implementation is likely to take years. In the meantime, AAT will continue as the AML supervisor for our licensed members and carry out our normal responsibilities, including Practice Assurance Reviews and risk assessment activities. Therefore, our members must ensure full compliance with the MLR 2017. More on the consultation response can be found here.
Important changes in relation to the Register of Overseas Entities Posted 01/28/2026 by AAT Comment & filed under Anti-money laundering, Anti-money laundering, Members. What you need to know about verifying beneficial owners, and reporting discrepancies. The Register of Overseas Entities (ROE) came into force on 1 August 2022 through the new Economic Crime (Transparency and Enforcement) Act 2022. Overseas entities that want to buy, sell or transfer property or land in the UK must register with Companies House. Additionally, verification checks on their registrable beneficial owners or managing officers must be carried out a UK-regulated agent before they can be added to the ROE. What has changed? Regulation 28 of the MLR 2017 Firms cannot use the ROE as a sole source of information to verify beneficial ownership. This expectation already exists when it comes to verifying Person/s with Significant Control (PSC) on Companies House. Firms should use multiple sources of information when verifying beneficial owners. Regulation 30A of the MLR 2017 The ROE has been added to the discrepancy reporting regime. If information you obtain from the ROE conflicts with what your client has provided, you must report it to Companies House. You must only report a material discrepancy if it can reasonably be linked to one or more of the following: money laundering terrorist financing concealing details of the business of the customer. Examples of ‘material discrepancy’ include: A difference in name, a missing entry for a PSC or a registrable beneficial owner; an incorrect entry for: nature of control, date of birth, correspondence address, for the date the individual became a registrable person. Companies House are reminding that a discrepancy report should not be used in place of a SAR and vice versa. In some cases, both – a SAR and a discrepancy report will have to be submitted. For more information, please refer to Companies House’s guidance. What does it mean for you? Update your firm’s AML policy and Client Due Diligence (CDD) procedures without delay. If you have staff members, ensure they are aware of these changes and follow the updated processes. Further guidance Further guidance and support on risk management and other components of Money Laundering Regulations compliance is available on our AML webpage. You can also contact us on +44 (0)20 7367 1347 or via email at [email protected]. Future of supervision On 21 October 2025, the Government confirmed that the AML supervision for accountancy, legal and Trust and Company Service Provider sectors will move to a single professional services supervisor (SPSS), specifically the Financial Conduct Authority. While this is a big shift, implementation is likely to take years. In the meantime, AAT will continue as the AML supervisor for our licensed members and carry out our normal responsibilities, including Practice Assurance Reviews and risk assessment activities. Therefore, our members must ensure full compliance with the MLR 2017. Find more on the consultation response here.