Why did a career in finance appeal?
I didn’t have a pre-determined plan of what I wanted to do after university, but I knew I didn’t want to go into creative roles such as marketing or consultancy. The finance industry appealed as I am analytical, and the flexibility of the training and opportunities as an ACA were also well marketed. I knew that the ACA was a gold standard and it would hold me in good stead whichever avenues I pursued. It was a good safety net and, of course, has been useful in my work: day to day, I lean on industry experience and my ACA training.
Why did you join Saffery Champness?
I never wanted to join a huge firm, or be part of a big intake – I wanted to feel more individual and have a sense of shaping my own future. I was keen on working with owner-managed businesses and Saffery has a wide breadth of owner-managed clients – from professional services to entertainment, sport and landed estates. It also has a good retention rate, which I considered to be a good sign – all four of the people who interviewed me are still here.
I joined the audit team in 2013, but after qualifying in 2016 I took a secondment in the corporate finance team. Over three very hectic months, I worked on a number of different projects. There was a valuation for a very messy shareholder dispute, buy-side advisory work and an AIM flotation. I had little time to think of anything else, but I loved the energy and working on projects rather than audit engagements and compliance work. After I completed my secondment, I was given the opportunity to join the team permanently.
What is your role now?
I am now a director in the corporate finance team. I manage a growing team working mostly around transaction services, but also valuation-style engagements, reporting accountant work and financial modelling.
We are part of an international network, Nexia, and I am also a member of Saffery’s national valuation group, as well as Nexia’s international valuation committee. We share best practice and it’s interesting to see a bigger picture and to understand international differences in approaches and corporate culture.
I also enjoy training others and am more involved in the wider firm. I’m a member of the firm’s responsible business group, tasked with guiding our ‘responsible business’ strategy. Prior to that, I had been involved in driving our approach to equality, diversity and inclusion. It’s very satisfying to be able to contribute in these areas within the firm and to witness things being done in real time.
Which deals taught you the most?
The biggest lessons I’ve learned are actually from some of the smaller transactions. With bigger deals, it often comes down to technical elements, such as pricing and mechanics, as generally, everyone is aware of industry practice when entering into these negotiations. However, when dealing with smaller owner-managed businesses, individual motivations can play as big a part as the numbers. The fundamentals can go out of the window. I’ve learned to read the room, to be adaptable and work around sticking points. It’s possible to get to the right answer by different means and to make sure the client is protected while understanding the wider complexities.
One larger deal that stands out as a major learning experience was one of my first in the team – the IPO of one of the first legal firms to float on a UK stock exchange.
What are your ambitions?
I’ve been able to build a strong network inside and outside of the firm. I have relationships within each of our offices in the UK, which is a reflection of the firm’s tight-knit culture. It should be a given – but it’s not always the case – that firms are able to offer a cohesive service.
There are great opportunities for growth in the corporate finance team – I’m helping to build out the team and shape our strategic direction, including working more closely with our international network.
I just want to keep learning, which corporate finance encourages. Every transaction is different – there is no option to just rinse and repeat.
