Complexity continues to increase in the world we operate in. Organisations are operating against a backdrop of economic volatility, geopolitical uncertainty and rapid technological change, while also responding to evolving regulatory, tax, financing and commercial challenges.
For treasury teams in particular, liquidity remains the lifeblood of the organisation. Despite significant investment in technology across many industries, a surprising number of companies still struggle to obtain a clear view of their cash position and liquidity. Many finance functions are being asked to transform at pace while continuing to manage risk, support growth and keep the business running effectively.
AI is perhaps the most significant technology shift of our careers
I was recently made an equity partner at EY, which was a proud career milestone. I wear two hats in my role as partner. Part of my team supports EY’s audit practice in specialist areas such as valuations, financial instruments and hedge accounting. The other part advises clients in Ireland and globally on building best-in-class treasury functions, covering operating models, processes, organisation design and technology transformation.
I sit within EY’s assurance practice, where I lead our treasury solutions business. Our teams support clients across a broad range of areas, including sustainability, technology risk and controls, data and AI, finance transformation and treasury. We help organisations build trust in their reporting, controls, technology and decision-making processes, enabling them to navigate the increasingly complex business environment with confidence.
As with all professional services firms, one of our biggest opportunities and challenges is AI. We are transforming how we work while also helping clients navigate what is perhaps the most significant technology shift of our careers. It’s an exciting time to be an adviser in this space. We need to think carefully about the long-term implications of AI while moving quickly to capture its benefits today.
Growth accelerates when you actively seek out challenges
I’m particularly excited by the potential impact of AI on planning, forecasting and decision-making within finance and treasury functions. More broadly, our response to the opportunity presented by this new technology centres on helping clients build the right foundations for AI adoption. That means focusing on process and data quality, governance, controls and operating models, while investing in the skills, technology and innovation needed to unlock long-term value from AI.
I’ve always felt that ACCA has given me much more than an accounting qualification. It provides a broad understanding of how organisations operate and how finance functions support business performance. That breadth of knowledge has been invaluable throughout my career and continues to shape how I advise clients today.
Early in my career, I assumed progression would come naturally with time and experience. What I’ve learned is that growth accelerates when you actively seek out challenges, take accountability and put yourself forward for opportunities. A defining moment for me was being asked whether I was aiming for promotion and realising I hadn’t even considered it to be a possibility. The most important business lesson I have learned is to take ownership of your own development.
Most of my free time is spent with my wife and young children, whether that’s watching movies or getting involved in their latest imaginative adventure. When I get the chance, you’ll also find me on a golf course. Both offer a welcome opportunity to switch off and recharge away from emails and devices.
