The role of the modern finance function is changing. There’s a notable shift from being seen as the custodian of business assets to being a data-driven strategic partner, driven by AI, automation and analytics. Today’s accountant must balance strong accounting fundamentals with technical competence in tools like Workiva, BlackLine and Power BI, and the ability to articulate financial data into actionable insights.
It’s a situation that requires a focused response. We continue to invest in technologies that present opportunities for our finance teams to automate tasks, streamline processes, and unlock capacity. We are also investing in further upskilling our finance workforce in new technologies to foster innovation, increase productivity, and provide opportunities for professional development.
Businesses must manage complex, evolving regulations
CSC is the leading provider of global business administration and compliance solutions. These include specialised administration services to alternative asset managers across a range of fund strategies; transactions involving capital markets participants in both public and private markets; domain name system management and digital brand and fraud protection; and corporate tax software solutions. Globally, CSC employs more than 8,500 people across more than 140 jurisdictions, and is the partner of choice for more than 90% of the Fortune 500.
The special purpose vehicle market in Ireland, to which CSC provides comprehensive management and administrative services, is facing challenges. These relate to growing regulatory scrutiny, market volatility and the need for operational substance. While Ireland is a leading hub for securitisation, businesses must manage complex, evolving regulations while maintaining high governance standards.
As head of finance operations, I oversee the day-to-day financial activities for five jurisdictions across EMEA. We operate as a regional team with transactional support from our global hub. My key responsibilities include financial control, including month-end and year-end closing processes and revenue accounting; process optimisation; operational reporting and strategy; compliance and risk management; and team leadership and business partnering.
My position requires an in-depth knowledge of US GAAP and local accounting standards. Expertise in ERP systems, process automation and risk control are also critical along with a commitment to building and developing high-performing and decentralised teams.
Nothing beats checking in with people in person
This year is proving to be a busy one. We have several global finance initiatives underway to enhance value, automate processes, and further develop talent. Increased travel is also in the picture this year for me as my team is based across a number of locations and I try to meet with them regularly. While we are all used to chatting to colleagues over Teams, nothing beats checking in with people in-person and getting to chat to them about things other than the day to day.
With three young daughters, a lot of my free time is, naturally, spent with them. No matter how good or bad my day has been, they are a great leveller. When time allows, I enjoy keeping fit by going to the gym and playing football.
The most important business lesson I have learned is the value of gaining a deep understanding of your company’s operating model, its products and its customers. Sit in on board meetings, have lunch with the business unit leaders and review pitch presentations. If you do not know what information is important to your most important stakeholders, you will not be able to fully assist them in meeting their goals.
