Every business has a story to tell, and the numbers are the language it speaks. Accountancy is often seen as transactional, but I’ve always viewed it as interpretive: understanding what daily operations are really telling us and using that insight to influence strategy.
I work in fintech, which is in a constant state of change. ZEN.COM is an electronic money institution that combines traditional banking with a modern digital approach. We have more than 600 employees and have tripled in size in three years.
I worked in practice before moving into the travel software industry, then the charity sector and now fintech. It has been really helpful to my career to gain a broad picture across sectors. My current role centres on executing strategy across finance, operations, customer experience and international expansion. This has included leading operational transformation and spearheading our UK market launch. I oversaw the transition to our second FCA-regulated licence, including ensuring strong governance and processes.
A leader’s success is reflected in the growth and confidence of their teams
An example of how I have stepped outside of my comfort zone was when I took responsibility for customer support. Working outside of traditional finance, I led on communication and ownership across functions, which resulted in an increase in our customer satisfaction rating from 3.8 to 4.2.
I see myself as operating as an intrapreneur at executive level. I also bring a strong investor mindset. And I like to help empower people; a leader’s success is reflected in the growth and confidence of their teams. What I enjoy most about my job is supporting people to go beyond what they believe is possible. Protecting our licence in high-stakes regulatory environments is rewarding, but seeing pride and fulfilment in my team’s eyes is what gives that achievement meaning.
Methodology is universal but culture and scale are the context
I have had an international career – from Bulgaria to the UK and across Poland and Lithuania. My key takeaway from this is that methodology is universal but culture and scale are the context. The foundations of ACCA are a global gold standard, but financial strategy must be adapted to local dynamics and trust-building.
The challenge for accountants today is no longer producing accurate numbers but ensuring that those numbers guide decisions. Every hire, investment and cost must be assessed not only for affordability, but for how it contributes to scalability and long-term returns. We must articulate how the economics of the business truly work and challenge decisions that create short-term momentum without sustainable impact. Looking ahead, I believe future accountants will need transferable skills, contextual intelligence and human judgment. As technology and AI automate reporting, our value shifts to interpretation, challenge and decision-making.
Outside work, I like to be connected to nature. I enjoy gardening, travel, tennis, golf and swimming. I also read and practise languages to keep my curiosity alive.
