Most tax professionals prepare for interviews the wrong way.
They revisit technical manuals.
They rehearse stock answers.
They memorise their CV.
That’s not what determines the outcome.
In UK accountancy firms — particularly at Manager, Senior Manager, Director and Partner-track level — interviews are about something deeper:
Judgement.
Commercial awareness.
Client credibility.
Future potential.
Here is how to prepare properly.
Before you walk into the meeting, you should know:
Is the firm partner-led or PE-backed?
Is it growing organically or through acquisition?
Where does the tax team sit within the wider firm?
Is the work compliance-heavy or advisory-led?
How does it differentiate from competitors?
You are not just joining a role.
You are joining a strategy.
Senior hires are assessed on whether they understand that.
One of the most common mistakes is sounding reactive:
“I wasn’t looking… but this came up.”
That rarely convinces.
Instead, be able to articulate:
Why now?
Why this type of firm?
Why this move makes strategic sense for your long-term career?
If you’re stepping from Manager to Senior Manager — or Senior Manager to Director — show that you are already operating at that next level.
Firms promote people who demonstrate readiness, not people waiting for permission.
At a certain level, vague answers weaken credibility.
Be prepared to discuss:
Size of your portfolio
Advisory vs compliance split
Realisation rates (if known)
Team responsibility
Examples of fee growth or cross-selling
Even if you are not responsible for billing targets, showing awareness of firm economics signals maturity.
Tax interviews in the UK rarely stay theoretical.
Expect to be asked about:
A technically complex case
A difficult client interaction
A situation involving risk or judgement
Supporting junior team members
Exposure to business development
Prepare structured examples that show:
Your thinking process
The risk assessment
The commercial considerations
The outcome
The difference between good and excellent candidates is clarity of thinking.
If you’re meeting Partners or Directors, understand:
Their technical specialism
Their client base
Their career trajectory
How long they’ve been at the firm
This allows you to connect intelligently, rather than generically.
You are not trying to impress.
You are trying to demonstrate that you belong at the table.
Preparation is not only about impressing the firm.
It’s about deciding whether the role aligns with:
Your appetite for advisory vs compliance
Your ambition for progression
Your tolerance for risk
Your long-term location plans
Your lifestyle priorities
Clarity prevents post-offer hesitation.
The strongest candidates don’t “perform” in interviews.
They think clearly.
They speak calmly.
They show awareness of the bigger picture.
And they leave the room feeling like a future colleague — not an applicant.
