I loved finance from a young age and dreamed of working in the City. After working in a bank in London for a while, a job came up in finance working for a local authority and I thought, why not?
I always had this perception that working for a local authority was quite easy, but I got a shock. There are so many different services – there was a lot to learn. Most of my work has been within local authorities in London, managing finance teams that cover a range of service areas. Currently, as head of finance, I manage the finance plus the revenues and benefits teams. During the pandemic this included dealing with business grants. I’m also deputy Section 151 officer.
In smaller local authorities, although you’re working strategically, you have to be a bit operational as well
What interests me most is housing, commercial development, and working within regeneration and the environment. One of the challenges is that in smaller local authorities, although you’re working strategically, you at times also must be operational as well and cover all aspects of finance.
The principle in the public sector is to deliver services that offer value for money. It’s not necessarily about generating profits. It was hard initially to adapt to that change in mindset when I moved from the private to the public sector.
I enjoy providing a finance business partnering service, especially in contributing or leading on the delivery of projects from the start to the end, which can be both demanding and rewarding.
The pandemic was a challenge. Not only were people off sick or working remotely, we also worked hard to get the grants out to the qualifying businesses. It was a very tough time. But you have to lead from the top. You have to put in the time, make sure the correct procedures are in place so that everyone else can contribute their part of the process.
I work with other local authorities to understand how they’ve overcome the challenges in funding
The main challenge currently is the reduction in funding within local government. I work with other local authorities to understand how they’ve overcome these challenges. Operating with reduced funding requires being creative in your approach and thinking outside the box. It’s also tough finding permanent staff with the appropriate knowledge and skills – there’s a shortage of candidates who have both the technical and non-technical knowledge.
I first studied AAT, and then chose ACCA because it is broad and can lead you down different routes. It also supports you with the commercial activities going on in the public sector.
I used to compete in athletics at county level. I now enjoy watching athletics and football – and I’m a fan of Tottenham Hotspur, although that can be frustrating at times.
