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An interview with Tamandra Christmas, Finance & Senior Leadership Specialist at Membership Bespoke.
"Boards want clarity, strategy, and reassurance, so this felt like an increasingly important conversation to have..."
We sat down with Tamandra Christmas, our Finance & Senior Leadership Specialist, to explore some of the most common questions that Finance Directors in the membership sector face from the board and C-Suite.
Finance Directors in membership organisations juggle a particularly complex remit. They're balancing budgets, building resilience, managing compliance, and ensuring every pound spent delivers value for members, often in a climate of uncertain income and rising expectations.
But finance doesn’t exist in a vacuum. Boards, trustees and CEOs are asking questions that go beyond the spreadsheet. They need reassurance, clarity and strategic thinking from their FD, and Finance Directors, in turn, need to understand what boards need and why.
We sat down with Tamandra Christmas, our Finance & Senior Leadership Specialist, to explore some of the most common questions that Finance Directors in the membership sector face from the board and C-Suite. Here’s what she had to say:
1. “How do we stay financially sustainable when membership numbers fluctuate?”
Tamandra: “This is the single biggest challenge most membership organisations face, and it’s rarely straightforward. Your income often depends on renewals, event attendance and sponsorship, which can all be quite unpredictable.
What I look for in a strong Finance Director is someone who’s thinking ahead - who has a plan that includes alternative income streams, whether that’s training, sponsorship, or consultancy. Scenario planning is also vital, it’s not just about weathering a bad year, the focus should be on building a model that can flex and adapt. The most strategic FDs are the ones asking “what if?” long before anyone else does.”
2. “Should we raise our membership fees?”
Tamandra: “A question that comes up every year! The board or CEO wants to make sure the organisation remains financially viable, but no one wants to upset members.
My advice is always to start by understanding the value you’re delivering. If members feel they’re getting a good return, they’re generally more accepting of small, regular increases. It’s the sudden, unexplained jumps that cause trouble. A strong FD will come to the conversation with data - cost pressures, benchmarks, engagement stats - and a clear story. It's not just “can we raise fees?” but “can we justify it, and communicate it well? "
3. “Are we spending too much on member benefits?”
Tamandra: "That depends entirely on what your members actually value. I’ve worked with organisations spending thousands on benefits that no one really uses - and at the same time, underinvesting in services that are central to member experience.
A good FD won’t make this decision in isolation. They’ll work closely with the membership and marketing teams to look at usage, impact and ROI. The goal is to align spend with strategy, not just trim costs. If something isn’t being used, that’s a red flag... but it might just need repositioning, not cutting.”
4. "Can you explain this finance report in plain English?”
Tamandra: “Every Finance Director should expect this one. Boards have legal responsibilities, but not every trustee has a finance background. If your reports are confusing, they can’t do their job properly.
Clear reporting is part of good governance. That means focusing on the headlines, using visuals where possible, and linking the numbers to actual decisions or risks. The best finance leaders bring clarity and not just raw data. They make it easy for people to engage and ask the right questions.”
5. “Do we really need a reserves policy?”
Tamandra: “Yes. Always. But more than that, you need one that people actually understand and use.
What that policy looks like depends on your risk profile. If you’re reliant on one big event or a few large funders, you need stronger reserves than a body with steady subscription income. It’s about making sure you’re in a position to survive disruption and invest when opportunities come up. A good FD can explain that clearly to trustees and staff alike.”
6. “Can we afford to hire right now?”
Tamandra: “It’s a fair question, people costs are a huge part of any budget. But in my opinion it’s not just about whether there’s money in the pot today. A strong FD reframes the question and asks “What will this hire enable us to do?”
Will it generate income? Will it free up senior time? Will it improve member retention or service delivery? A smart FD brings options and models. “If we delay hiring by six months, we lose X. If we go ahead now, we can achieve Y.” I encourage boards and senior leaders to weigh the long-term value, not just the immediate cost.”
7. “Are we confident we’re meeting all our regulatory and compliance obligations?”
Tamandra: “The board should be asking this regularly as it’s part of their duty. And the Finance Director should be able to say yes, with confidence and detail.
They need to know their obligations around SORP, Companies House requirements, VAT rules, pensions, charity reporting, GDPR…it adds up. But it shouldn’t be overwhelming. I always suggest a light-touch annual compliance review: just a checklist of what’s needed, by when, and who owns it. It gives trustees peace of mind, and flags any gaps before they become problems.
8. “Should we upgrade our finance or CRM system?”
Tamandra: "If the system is slowing you down, then yes, but it’s not just about the technology. The real question is: what’s the cost of doing nothing?
I’ve seen too many teams stuck in outdated systems, spending hours pulling reports manually or wrestling with data that doesn’t line up. But I’ve also seen new systems rolled out with no training, no ownership, and no impact...
A good FD will lead a proper review, build a business case, and make sure the change delivers value, not just a prettier interface.”
9. “How are we tracking against our strategic plan, financially?”
Tamandra: “I love this question, because it shows the board is thinking long-term. The FD’s role is to make sure there’s a clear link between the money and the mission.
Beyond “are we under or over budget?”, the questions should be more like “are we investing in the right things?”, “is our income mix moving in the right direction?”, “are our financial choices helping us achieve what we said we would?”
If you’ve got a five-year strategy, the numbers should show progress. If they don’t, something needs adjusting, and it’s the Financial Director’s job to help identify where.”
10. “Are we getting good value from our external suppliers?”
Tamandra: “Absolutely worth asking. Whether it’s auditors, IT providers, marketing support or training partners, the spend definitely adds up. And it can quietly roll over year after year without scrutiny.
A strong FD will regularly review these contracts, not just on cost, but also on service, responsiveness, and impact. Sometimes a slightly more expensive supplier is worth it if they save you time or add real value. But you need to be able to demonstrate that. The board doesn’t usually need to know every invoice detail, they just need confidence that procurement is being handled strategically.”
Final Thoughts
Tamandra Christmas leads senior finance and leadership recruitment at Membership Bespoke, working with membership organisations across the UK. If you’re hiring, or looking for your next finance leadership role, she’d love to set up a time to chat.