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Jo Sweetland, Managing Director
“A global talent advisory firm, Green Park is an industry pioneer in building diverse, senior leadership teams and more equitable workplace cultures.”
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Jo Heath, Managing Partner and Head of DICE
“Championing Diversity & Inclusion since our inception, we are driven by the core belief that there’s no shortage of talent, only opportunity.”
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Kai Adams, Managing Partner
“We deliver sustainable business value on a global scale to help organisations bring the future into focus.”
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Trevor Phillips, Chair
"Our clients benefit from our data-rich insights into what will drive productivity today and continue innovation through turbulence tomorrow.”
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Colin Salmon, Chair of the Green Park Foundation
“Through the Foundation, Green Park aim to deliver £1million of social value per annum to improving children lives and creating a more sustainable, equitable world”
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Jo Sweetland, Managing Director
"Our candidate care lasts long past the point of placement and is key to the rich relationships we build from a foundation of trust, authenticity, transparency and inclusion."
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Raj Tulsiani, CEO & Co-Founder
“We founded Green Park in 2006 with a mission to change the face of leadership. We retain that same passion and entrepreneurial spirit today as when we started.”
Confidant, sounding board, safe pair of hands – our conversations with CFOs reveal just how pivotal their relationship with the CEO is. But how is that relationship evolving, why is the CFO such a critical ally to the chief executive, and what are the skills that you need to nurture that relationship?
When it comes to board level relationships, most would agree that the critical CEO/CFO partnership stands head and shoulders above the rest.
Often the unofficial second in command, what’s also true is that the support provided by the CFO to the CEO is multifaceted and serves many purposes.
Nuances aside, get it right and it is a formidable pairing that lays the foundations for business success The centre of business decisions Kathy McDermott, CFO at Bidvest Noonan, says the CFO today is required to be at the centre of every major business decision.
“It’s that benefit of independence and desire to make sure that decisions
are well thought through and have an action plan - that’s where you see the real positives of the trusted relationship working well.”
The relationship also serves as a sounding board in both directions, McDermott adds. “It’s about the strategic conversations and the strategic challenge - having that two-way communication and someone else that’s focused on driving success in the business.”
Caroline Gardner was until recently divisional CFO at Amex Global Business Travel and has held a range of CFO roles over the course of her illustrious career with organisations including Jimmy Choo and Travelopia, a specialist travel division of TUI.