UK

EUROPE

team player. Someone with the passion and vision to take the business to the next level at the point of my exit.

Q Q

What advice do you give to rising CEOs?

Focus on the long term vision and don’t get too frustrated with short term setbacks. There is always a way!

Do you admire another CEO or a leader (current or historical)? Why?

I admire Steve Jobs. He was a true visionary, seeing technology developing to meet future needs that, as part of his target market, we could not have visualised ourselves. This ability to pre-empt consumer demand, and translate it into a hugely successful business is to be admired.

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How do you manage organizational politics, and conflicting personalities, interests, and views?

We have a collegiate approach to running the business. The best ideas do not always come from the Boardroom, and we continually listen to feedback from clients, intermediaries and staff in the business to ensure that decision making is based on a rounded view. This in turn helps when we are implementing change as we are able to communicate the rationale for change to all parties in a clear and rational way.

Focusing people on common goals rather than getting bogged down in subjectivity often helps and this is made easier when there is a clear vision that staff relate to.

More than anything it’s about excellent two way communication.

Q

How do you balance and manage various stakeholders’ interests?

By seeking to understand perspectives through discussion and then focusing on common goals and objectives and agreeing the most effective way to achieve these. Different things motivate different members of the team, but there is always common ground, and the key to good leadership is identifying this and moving people towards it.

Q

Q Q

How do you describe your leadership style?

Trusting of the team, thoughtful, insightful and empowering.

How do you compete in a global business environment?

We don’t – we are a UK centric business.

How do you compete in a recession?

It is important not to be dragged down by the headlines. Develop targeted plans, limiting exposure to business risk, and focus the energy of the business behind these niche opportunities. It is important not be distracted, as there is always opportunity to prosper as others with less robust plans fail.

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How do you see the future of your industry?

Investment management will become an increasingly important service for

private clients as wealth in the UK grows. There will doubtlessly be further consolidation and vertical integration of private client service firms. The future is both exciting and challenging and most certainly bigger.

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What advice would you give to policy makers to help the economy and your business?

Invest sensibly in infrastructure to move away from recession and kick start sustainable growth.

Can you please share any life or personal lessons that other CEOs

might relate to?

Never underestimate people and their ability to outperform expectations positively or negatively. Running a people business has made me a good judge of character and I’d like to think I can see this potential in people.

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Can you share with us a CEO humour?

The TV show “The Thick of It” makes me laugh.

Contact: www.quiltercheviot.com

Finance Monthly CeO AwArdS 2013 29