What are your strongest memories of your time at school? Were there any teachers, subjects or experiences that particularly shaped your ambitions?
My first experience of MES was sitting the entrance exam to join in P7. Coming from Flora Stevenson’s, I remember recognising how serious the exam felt. It really felt like a gateway into a completely different world. Thankfully, I passed, and my first teacher was Miss Milligan in Junior School. It was a bit of an adjustment at first, but I was welcomed warmly and quickly felt part of the friendship groups. The teachers were supportive and helped me to find my place.
Looking back, I have so many fond memories. What really stands out is the dedication and excellence of the teaching and support staff. Certain teachers were especially inspiring: Miss Zuzelo (Maths), Mr Herbison (Physics), and Mrs Bryden (English), who went on to become Deputy Head They weren’t just experts in their subjects, they had this wonderfully dry sense of humour and a human touch that made what they taught resonate with me. In fact, Mrs Blacklock, my economics teacher, was the reason I changed from a Business and Commerce degree to Economics and Accounting at university.
When did you first become interested in business or finance? Was being a CFO always the goal?
Not at all! At school, the Principal at the time, Mr Morgan, was very encouraging of careers in engineering, and I really enjoyed maths and the sciences. I also liked French and Latin, and for a while, I considered medicine, but I was quite a sensitive person, and I realised that working in a gritty hospital environment might not suit me.
Eventually, I started leaning towards business. At that time, the traditional professions were lawyers, doctors, or accountants, but business felt broader and more transferable. What really sparked my interest was looking through the brochures of the Big Six firms and seeing all the countries you could work in. I had two older brothers who had travelled, and the idea of a career that could be a passport to global experiences really appealed. I even looked at the Bank of England, but when I visited, the contrast between its rather dusty, back-office feel and the sleek, modern headquarters of PwC was a defining moment.
What advice would you give your school-age self now, knowing what you do about the world of work?
Soft skills are absolutely crucial. Early on, everything is about technical training and subject expertise, but as you move into more senior roles and start managing teams, it becomes about collaboration, adaptability, and how you handle change. The pace of change is only increasing, so the ability to embrace and navigate it is key.
Coming from Scotland, the world of work in London felt quite overwhelming at first, I was definitely more introverted. Even when I became more senior, I had to be encouraged to speak up. So, I’d tell my younger self to cultivate those soft skills early and be more confident in expressing your views.
I’d also stress the value of commitment. In today’s fast-paced world, it’s easy to move quickly from one thing to another, but sometimes it’s important to stick with something, even when it feels a bit dull. Seeing things through to the end can be just as important now as it ever was. Focus on the basics: ABC: Adaptable, Bold, Committed.
What surprised you the most about life after school?
I think the sixth form year was such a helpful transition. I’d completed my Highers and received university offers in S5, so S6 felt like a bit of a luxury. I studied some more advanced subjects like SYS French and economics but also tried things like car maintenance and cuisine. That variety, and the more relaxed structure, was a good preparation for university, where you might only have ten lectures a week. The shift to that level of independence was a surprise, but S6 helped ease that transition.
You’ve held senior finance roles across some incredibly diverse organisations, from Coca-Cola and Sainsbury’s to Aegis Group, WPP and then working in private equity backed businesses and now Odgers. What has guided your career choices?
For me, it’s always been about learning. I genuinely believe learning is a lifelong pursuit, and a lot of that comes from the people you work with. If you’re in a role where you’re learning, working on new projects, progressing, and you enjoy the team around you, you’re much more likely to stay.
Take Coca-Cola, for example. I spent three and a half years there and would have happily stayed longer, it was one of the best places I’ve worked. But following a merger, the business relocated its European operations to Athens, and for family reasons, I chose not to move. That’s often how career paths evolve, circumstances shape them as much as ambition does.
The longest I’ve stayed anywhere was the advertising global firm WPP. I became a Finance Director in Mindshare the media planning & buying arm, at age 35, my first Director-level role. It was incredibly varied, working across 52 markets with the CEO, constantly exposed to new ideas, projects, and travel. In the last eight years, I’ve been working with private equity-backed businesses, which brings a different dynamic, intense focus on stakeholder management, cashflow, and profit growth Now, at Odgers, a privately run executive search firm, I already knew the business from the candidate side. I’m surrounded by smart people doing purposeful work in a culture that suits my style and that’s incredibly important to me.
How did working at a “Big Four” firm like PwC early in your career help prepare you for leadership roles in industry?
A foundational qualification like the ACA or CIMA is invaluable, it’s a brilliant all-round training. It’s not just technical accounting; it’s finance, law, business planning, the whole picture. On top of that, from a very young age, you’re put through extensive leadership and soft skills training. It was the most significant investment I’ve had in understanding myself, my strengths and weaknesses, how I cope with stress, how self-aware I am, and how I lead others.
At PwC, you’re trusted to manage teams early in your career. That hands-on leadership experience, combined with the formal training, creates a solid base for stepping into more senior roles. I don’t know many other environments where you’re developed so intensively, so early.
What were some of the biggest challenges you faced moving between sectors, from FMCG, retail to marketing services, professional services, fleet leasing and now executive recruitment?
Adapting to change and being comfortable with it has been key. Each time I’ve changed sectors, I’ve treated it as a growth opportunity, but it can be more challenging than you expect. You might think sectors are similar, but they really aren’t.
For instance, moving from Coca-Cola to Sainsbury’s was a big shift. At Coca-Cola, the pace was fast and the remit broad, I was involved in refinancing and major change projects. Then I moved to Sainsbury’s, where the teams were much larger and more process-driven. Retail is all about detail and making quick decisions. It’s highly operational, very different from strategic acquisition work. It wasn’t the right fit for me, and despite having an excellent manager there, I only stayed for a year before taking a break.
After that, I joined to the media sector, where I found a broader remit and a more strategic environment that suited me better. It reinforced the importance of knowing the culture you’re moving into and recognising quickly if it’s not the right one for you. Being adaptable, self-aware, and willing to pivot when needed is crucial.
Are there any particular achievements in your career that you’re most proud of?
Yes, there are a few that stand out, often the ones that were a bit out of the ordinary. For instance, when I was Group Financial Controller at Synovate, part of Aegis Group, I was asked to expand the finance team, but only outside of London and preferably in India, due to cost constraints. So, I designed and led the recruitment process for a new offshore team. We arranged a shortlist of candidates and flew over for interviews. Just before we travelled, I got a call from a woman whose profile sounded ideal. She was added to the shortlist, and when we met her, within 30 minutes we offered her the role. She helped us set up a hugely successful team in Bangalore, and to this day she’s still with the company. That team delivered daily reports to my desk by 9am UK time, and it worked incredibly well.
Another achievement I’m proud of was during the 2009 global financial crisis. We had to go through a major restructuring, but the CEO and I acted quickly and worked closely together, and I believe we were able to save jobs through thoughtful and early cost-cutting decisions.
In the last eight years, I’ve worked as CFO in private equity-backed businesses and have been part of two successful exits. One (SLR Consulting Ltd) had 650 shareholders and 14 legal entities, and we managed to complete a full refinancing and exit in just six months. The other was a completely different business in fleet leasing for Tusker, but again we worked hard as a team, managed the process tightly, and saw it through. When you get it right first time under that level of pressure, it’s a great feeling.
Finance and senior leadership roles are still often male-dominated. What has your experience been like navigating these spaces?
You certainly don’t need to behave “like a man” to work successfully with male-dominated teams, that was more of a perception from the 1980s. You don’t need to dress or act a certain way, but you do need to understand the team dynamic and how to work effectively with different personalities.
I’ve had brilliant mentors, some men, some women, and I’ve worked with fantastic people of all kinds, as well as some challenging ones! The key thing I’ve found is that diverse groups tend to lead to better discussions. That said, diversity doesn’t automatically guarantee company success, it’s about how you build and manage those teams.
Overall, I’ve had a positive experience, but there’s still more progress to be made.
How can organisations better support women aspiring to senior roles, especially in finance and strategy?
For me, flexibility around working hours is key and COVID really helped to shift thinking in that area. It showed that people can work effectively in different patterns, as long as they deliver on outcomes. That flexibility can make a huge difference, especially for those balancing other responsibilities.
It’s also vital that organisations provide proper training and support for people, both men and women, returning to work after time out. It is a big adjustment. Personally, I found it difficult when returning to work after caring responsibilities, and even now weekends can be a juggle. Having support in place makes all the difference.
As a CFO, you’re not just managing numbers, you’re helping lead organisations. How would you describe your leadership style?
I’d describe my style as collaborative. I enjoy working as part of a team, having open and honest discussions, and I value direct communication, but I also really care about my team. I’ve got their backs.
In business, challenges come up every day, so I try to take a problem-solving approach. I’m naturally curious and always looking for solutions, often using data to help bring objectivity into decisions. That tends to lead to better outcomes.
As a leader you’ve also got to be consistent in your manner, even on the toughest of days. Teams pick up on stress and how you manage your stress levels to keep everyone upbeat and positive helps teams feel safe.
What do you think makes a great finance leader in today’s business environment?
The role has changed so much. It used to be all about bean-counting, but now, the CFO is very much a strategic partner to the CEO, more like the “Robin” to their “Batman.” It’s no longer just about the numbers; it’s about contributing to the wider vision and strategy.
Today’s finance leader needs to be adaptable and work across functions, whether that’s operations, legal, facilities, estate management, IT, or international trademark issues. It’s a far broader role than it once was. Having a rounded mindset, and being able to flex your style depending on the team and the challenge, is absolutely essential.
Have you had mentors along the way, and do you now mentor others? What do you think makes mentoring so valuable?
I’ve definitely had mentors at various points in my career. The best ones weren’t part of a formal programme, they were people who took a genuine interest for a period of time. That informal mentoring can be hugely powerful. It’s also a great reminder to keep your LinkedIn profile current and maintain those professional relationships. Your network really is one of your most valuable tools.
I’ve also mentored others, both formally and informally. It’s something I enjoy and value. At the moment I’m supporting a couple of ESMS pupils as well, which is lovely. Mentoring is a two-way street. It’s about listening, sharing experiences, and being there when someone needs a sounding board.
What’s the most important piece of leadership advice you’ve ever received?
One that’s really stuck with me is: understand who’s who in the jungle. Before putting yourself forward or trying to make change, take time to reflect on the personalities and agendas of those around you. When you understand your audience, you can have a much greater impact.
I remember an audit partner once said, “If you want to change someone’s mindset, you have to align the outcomes.” That’s stayed with me. For example, in the Boardroom you will have different agendas with your colleagues so you see things through a different lens but by finding areas of common ground, we’re able to collaborate effectively. Even when the issue is difficult, finding that shared purpose can make all the difference.
You’ve travelled the world, what lessons have you learned from your time abroad, and how do you bring that back into your work?
Spending time overseas really shaped how I think about people and business. It’s fascinating to see how different cultures operate, both in and out of the workplace, and I’ve always been curious about those differences.
What does a typical day look like for you now as Group CFO at Odgers ?
No two days are the same, which is what I enjoy! I cover legal as part of my remit, and our business moves quickly because clients are often looking to bring in senior talent urgently. That means prioritising contracts and external matters early in the day before I can turn to my own internal objectives.
I’m six weeks into the role, so I’m currently working closely with the CEO on change improvements, identifying efficiencies, and right-sizing our business model for the next phase of growth. I’m also assessing the finance team’s strengths and development areas, helping to grow people and lift capability. There’s a constant cycle of profit management cashflow, and we’ve got auditors in right now. I’m also planning a risk management workshop with a major insurance partner.
Beyond that, I collaborate closely with our sales function and the practice partners. There’s a real emphasis on working across both front and back office to make things better for the whole firm.
You’re very active and dedicate a lot of your time to running, skiing, hillwalking and other pursuits, what wider life lessons has that taught you?
It’s really tied into my mental health. For me, exercise is how I reset, whether it’s a run, a climb, or a weekend ski trip with friends. I find those breaks and moments in nature incredibly important.
I’m quite good at switching off on holiday. Just walking in a park, being among trees or green space, makes a huge difference. I notice my heart rate slowing, my mind clearing.
Yoga has become a great way to unwind too, but nothing beats being up in the hills, especially with our daughter. She loves being outdoors and active, and to share that joy with her, just being in nature, together, is one of the simplest and best pleasures in life.
What would you say to pupils at ESMS who are interested in a career in finance or business but aren’t sure where to start?
Speak to someone who’s in it. The world of work is changing fast, and it’s so valuable to hear real-life stories from people who’ve been through it. A fellow former pupil once said we have spent third of our lives in education and two-thirds since then, so staying connected and sharing experiences matters. When I’ve spoken with young people, I’ve found they’re really interested in hearing about personal journeys, practical tips, and honest advice.
When I was considering medicine, I spent time volunteering in a care home. That experience made me think not just about the science, but about its human application and that perspective shaped how I thought about all careers after that. So don’t be afraid to explore, ask questions, and test your assumptions.
What piece of advice has stayed with you over the years?
It ties back to the idea of finding alignment and common ground but also recognising that you’ll always be your own best and worst critic. Everyone has a point of view, especially when you’re in a leadership role, and not all of them will align with yours. You have to stay true to yourself and ask, “Am I doing the best I can?”
When faced with disagreement or challenge, you need to develop a kind of Teflon coating and learn to keep some of that external pressure from sticking and carry on with focus and confidence.
Finally, what’s one lesson you’ve learned that has stayed with you throughout your career?
My parents always said: do your best with what you have. Not everyone is going to be a brain surgeon or an elite athlete, but if you find something you enjoy, stay curious, and put in the effort, you’ll make real progress.
Curiosity and a love of learning can take you far. Being adaptable, bold, and committed helps you shape situations, even when they’re tough or not quite right. Prepare for meetings and conversations, try to understand others’ motivations, and think about things from their point of view. People respond to genuine curiosity and energy. Asking thoughtful questions often opens more doors than having all the answers. Remember to have fun along the way (we’re here for a good time not a long time!).
