Competition and Markets Authority’s Post

ISG chief executive Matt Blowers and finance director Karen Booth are exiting the business in an on-going leadership shake-up. Company veteran Blowers steps down with immediate effect after 26 years at ISG, and the last two years serving as chief executive. He will be followed out of the door by finance director Karen Booth, who has also been with the firm for 5 years, and will step down in March. The top-level shake-up at the £2.2bn turnover contractor will see chief operations officer Zoe Price become new chief executive, with Andrew Page brought in as interim chief financial officer. Price’s 12-year career at ISG includes other previous roles as group director for public sector frameworks and COO for UK Construction. She said: “I’d like to pay tribute to the contribution that both Matt and Karen have made to the ISG business. “We have not been immune to the challenging landscape of the construction industry over the past few years, but our focus on collaboration and quality delivery, alongside our investment in our people have characterised this period. “Looking forward, I’m determined to build on this legacy, but also seek to more fundamentally reset how our business, and the wider industry responds to the growing challenges to our sector.” The top-level departures come as several other directors are understood to be in the process of leaving ISG. [Construction Enquirer] #ISG #employment #management

𝐖𝐇𝐘 𝐈𝐒 𝐈𝐍𝐃𝐄𝐏𝐄𝐍𝐃𝐄𝐍𝐓 𝐃𝐈𝐑𝐄𝐂𝐓𝐎𝐑 𝐍𝐄𝐄𝐃𝐄𝐃? Appointing an Independent Director is a challenge and needs a lot of time to decide for the Board of Directors. Following are the reasons why a non-executive director is appointed - - Achieving a harmonious blend between Independent Director's emphasis on short-term positive outcomes and Non-Executive Director's focus on long-term prospects. - Upholding an unbiased stance when evaluating management decisions to ensure fairness and impartiality. - Leveraging the experience and expertise of directors to yield optimal outcomes for the organisation. - Enhancing accountability in the eyes of stakeholders by involving objective individuals in the management. - Utilising the qualifications of Non-Executive Directors to implement controls that enhance financial stability. #directors #companies #balance #financial #outcomes

How effective are you as a director? Are you a new or aspiring director looking to discover how your personal qualities and effectiveness match up to an ideal director? Would you like to check your knowledge of corporate governance, finance and strategy development? Would you like to learn how to improve in each of these areas? Don't miss this opportunity to enhance your eligibility for the directorship you aspire to and elevate your performance in your directorial role. Take a step today to increase your eligibility for the directorship you crave – and improve your performance in a director’s role. https://lnkd.in/eYt5ZWwc #directors #directorship #NEDs #corporategovernance #boards #csuitecareers

Here's a short list of experience that is more likely to lead to #CFO. -Divisional CFO -significant Corporate #Accounting experience (more than just time served) -Operational Leadership (general manager, strategy, corporate development) #finance

How effective are you as a director? Are you a new or aspiring director looking to discover how your personal qualities and effectiveness match up to an ideal director? Would you like to check your knowledge of corporate governance, finance and strategy development? Would you like to learn how to improve in each of these areas? Don't miss this opportunity to enhance your eligibility for the directorship you aspire to and elevate your performance in your directorial role. Take a step today to increase your eligibility for the directorship you crave – and improve your performance in a director’s role. https://lnkd.in/eYt5ZWwc #directors #directorship #NEDs #corporategovernance #boards #csuitecareers

How effective are you as a director? Are you a new or aspiring director looking to discover how your personal qualities and effectiveness match up to an ideal director? Would you like to check your knowledge of corporate governance, finance and strategy development? Would you like to learn how to improve in each of these areas? Don't miss this opportunity to enhance your eligibility for the directorship you aspire to and elevate your performance in your directorial role. Take a step today to increase your eligibility for the directorship you crave – and improve your performance in a director’s role. https://lnkd.in/eYt5ZWwc #directors #directorship #NEDs #corporategovernance #boards #csuitecareers #careercoaching

A wise suggestion for growing businesses of whatever scale... Sensibly, when growing businesses reach a scale that justifies appointing a senior manager (CEO/ GM) to manage across the full spectrum of operations, directors look to appoint such a person. In my first-hand experience, directors will communicate to applicants that they are looking for the successful candidate to hold them to account in their governance capacity. My advice to directors: Do NOT appoint a CEO/ GM to manage your operations UNLESS you are GENUINELY receptive to the appointee actually holding you to account. You will be wasting your own time, and that of the appointee, if you are actually not predisposed to being held to account...and instead you will become defensive of the appointee's attempts to prudently challenge your decisions/ actions and a conflict void will appear between you and the appointee. Governance requires/ demands a high level of emotional maturity and objectivity, so unless you (as a director) already possess these attributes, it would be very wise to develop these within yourself BEFORE you appoint a senior manager on the basis that you want to be held to account.

Consulting shift as mid-tiers take the lead LINK: https://lnkd.in/ewSAjR7C #ConsultingIssues #TheDailyConsultant #Strategy #Innovation #Leadership #Management #Business #Operations #Advisory #Finance #Project #Policy #Process #Technology

What do you think of professional accountants as CEOs? In the earlier days, graduates were managers or CEOs and professional accountants were part of the technical staff. Today, to be a CEO, you should be a graduate, preferably an MBA, CPA(K), CPS (K). Unfortunately, several companies are going down under these very qualified individuals. What could be the reason? Is it an ethical problem? Who checks the CEO when he knows everything, including internal controls and how to circumnivent them?

Wondering how you can further advance in your finance career? Fantastic Article by the ICAEW giving an insight into the mindset of a leader and the fractional differences needed to progress from a CFO to CEO. It might not be what you expected 💡 Want to know more? Click the link below and find out how you can upscale your skillsets! #recruitment #getrecruiteduk #accountancy https://lnkd.in/e32678Pv