As finance manager, I help manage a compact yet dynamic finance team at the Strategic Investment Board. We operate across the full breadth of financial functions – from sales and purchases to reporting, management accounts, procurement, forecasting, payroll and pensions. It’s a role that demands both strategic oversight and hands-on involvement, ensuring that every financial process is not only efficient and compliant, but also aligned with the broader mission of delivering value to the public.
The Strategic Investment Board (SIB) is a government-owned organisation established in 2003. We support the Northern Ireland Executive and its departments in planning, delivering and managing public infrastructure and major projects. We currently employ over 130 members of staff.
Open communication ensures that finance is a proactive partner in shaping outcomes
Collaboration is a key. Establishing connections is vital for gathering accurate, timely information that feeds into our forecasting and decision-making processes. By fostering open communication, we ensure that finance is a proactive partner in shaping outcomes, not just a back-office function. It’s a privilege to collaborate with teams who are delivering transformational infrastructure and strategic initiatives that will have a lasting, positive impact on communities across the region.
The opportunity to contribute to something bigger than the numbers means a lot to me. Every spreadsheet, forecast and procurement decision plays a part in delivering real-world outcomes – whether it’s supporting the development of critical infrastructure, enabling strategic reforms or helping to improve public services.
SIB plays a strategic role in preparing the Investment Strategy for Northern Ireland (ISNI). We work with The Executive Office (TEO) and government departments to create this crucial strategy, which sets out key objectives for investment in infrastructure. We also currently support the development and delivery of more than 80 major public sector programmes and projects across a wide range of business areas, spanning physical, digital and social infrastructure and environmental initiatives.
There’s a unique challenge in navigating the balance between strong governance and the need for agility. Governance is essential – it ensures accountability and protects public value – but it can sometimes slow down innovation. What excites me is being part of a team that’s actively working to find that sweet spot where robust oversight meets smart, responsive delivery. It’s about improving how we work, so we can improve what we deliver.
One of the challenges in the Northern Ireland public sector is operating within the constraints of single-year budgets. This can limit our ability to fully support and plan for long-term strategic objectives. The outcome of the recent Government Spending Review may pave the way for the welcome introduction of multi-year budgets.
Investing in relationships, trust and team development pays dividends
I joined the ACCA Ulster Panel in 2023, using this as a platform to participate in discussions and initiatives outside of my public sector career path. I value the importance of diverse perspectives in helping to drive ACCA committee objectives. Inclusivity is key to ACCA and relevant to students and members alike, regardless of what stage they are at in their ACCA journey.
I love all sports, but with the arrival of a young family – and dodgy ankles – I have unfortunately had to hang up my football boots. I sit on the Board of Trustees of the Belfast International Arts Festival. I like to think I bring significant strategic, financial and operational value to the Board and take great personal fulfilment from the role. I also enjoy cooking. My wife recently bought me a Kamado BBQ and I now get to enjoy smoking, roasting and grilling all sorts of meat – with varying degrees of success.
Having the right people beside you is a game changer. It helps you grow your own skills, creates a strong network of support, and makes the job both easier and more fun. People are the most valuable asset in any organisation. Investing in relationships, trust and team development pays dividends far beyond any strategy or tool.
