Finance Monthly Taxation Awards 2024. UNITED KINGDOM 21 undertaking, I’ll be incredibly proud of the outcome once we conclude during late 2024. I’m proud of my ability to be agile, I’ve had to adapt my style significantly in this industry and business that values relationships so much. Some of my prior roles in private equity-backed businesses were much more about results and transactions and not about relationships. Both styles suit their environments and I’ve found this element to be a big learning curve. What role does technology play in your work, and how do you see it evolving in the future of accounting and finance? Do you see AI as a threat or a positive force? This question made me laugh; in the businesses I’ve worked in, there’s no way AI could take over. Any auditor will tell you that until a client can produce a balancing trial balance with no rogue accounts or classification issues, we are all safe. I really believe in the automation of processes and more manual tasks, but tax particularly requires critical thinking, and I don’t think in my lifetime that AI will have an impact beyond transaction processing. I believe ChatGPT failed its accounting exams last year, so we are safe for now. What do you think are the biggest tax challenges businesses face today, and how do you help the companies you work with navigate these issues? It has always been the same challenge, the volume of legislation is overwhelming and the legislation itself can be unclear. Looking for a competitive edge will sometimes involve looking between the rules. A tax strategy is important, as is a risk strategy, and then advisors can be clearer about the objectives of the business and of the investors, and go from there to construct their advice. How do you approach managing the financial complexities of multiple companies under the Terradace umbrella, especially in the fresh produce sector? This is tough and I can’t do it without a very talented and experienced team. The grasp this business as a whole has over its numbers, from top management downwards, is incredible and I have to bring my A game to not only keep up, but add value. I’ve approached this huge challenge by doing a lot of listening, and bringing my experience of working with transformation teams, so that I’m not working in a silo or not considering all angles. There are certain people who need to be in a room when a project such as an acquisition is discussed, from IT and HR to finance, and including the relevant stakeholders early means that the project can be executed without too many bumps in the road. Looking ahead, what are your goals for the future, both for yourself and for Terradace and its companies, such as DPS? I’m delighted to work in this fantastic business with a strong track record of growth, built on excellence and delivery, and with a bright future ahead of it. I’m excited to exploit opportunities to provide different insights into our results and forecasts, using BI tools and other data-led approaches so that our business leaders can be armed with better information to make decisions. My role is to facilitate the growth of the business and to ensure the group is adequately structured and risks are mitigated. I’m excited to see the finance teams develop as the business continues to grow and provide opportunities. I’m also excited for the group to realise some of its technological potential, as we explore new ways to grow fresh produce and combat the impact of climate change. We already do a huge amount of work to reduce food waste and have invested in new technologies that are exciting and different.
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