Better Connect is a non-profit organisation. I joined the team when we launched 12 years ago, working my way up to become CEO. I’ve since moved on from the organisation, but I appointed Julie to her role, where she remains as a truly valued member of the team under its new leadership.

As a non-profit, our processes were rigorously managed – we needed to prove every penny. This could be complicated as we worked on delivery through partnerships, including other small non-profits, colleges and local authorities. Plus, on a monthly basis, Better Connect must submit all financial reports and expenses.

There’s a team of people checking everything Better Connect do. However, as we grew, it became apparent that we needed someone more experienced to oversee robust processes and help us manage them. For Better Connect, that person is Julie.

Initially, I recruited a head of finance, which was a broad role. When that person left, I questioned what work I could take on myself (before I became CEO, I oversaw the organisation’s finances). Yet I needed someone with a specific strategic accountancy background. I was self-taught, and had a good deal of financial knowledge, but the company required more than I could offer. I chose to look for an outsourced financial director who could deliver the high-level of technical knowledge we hadn’t had in the business before. Most of the applicants offered remote working only, with huge costs attached to meeting them in person irrespective of travel distance. We’re a close-knit team of 14, so this didn’t feel like the right cultural fit. But what Julie offered was different. It was clear she was the person for us, someone who could add great value to the business’ finances as well as being the best fit for our culture.

As a non-profit, all decisions must be financially sustainable. But that’s not what drives Better Connect as an organisation. Instead, the focus lies in what the organisation is trying to achieve. Julie understood and shared that ethos immediately. One way Julie added instant value was by leading the annual accounts process. The first year was a huge challenge, as Julie came in in November and was faced with January to December accounts. We’d had a gap between our head of finance leaving and Julie joining us, and the former had made changes by recently moving the business onto Xero (we’d previously worked on a cash basis and on Excel!). However, Julie’s experience of Xero and impressive knowledge of how to make the most of the software meant she was able to hit the ground running. I felt confident knowing Julie was leading the process and relieved I didn’t have to liaise with our auditing accountants!

I’d been CEO for almost four years when the head of finance left. He was a source of enormous support, so I must admit I panicked at first! However, Julie certainly filled that gap, and more, giving me a senior person to bounce ideas off and who is used to working at strategic level. Her value extends to the wider team too. Many of the people in the company have been here throughout their careers, but Julie gives an important external perspective, which is also appreciated by the Trustees at our Board meetings. I may have moved on from Better Connect, but Julie is still working as a vital member of the team. I loved how Julie felt like a true part of the Better Connect family from the start, and the team quickly considered her a fully-fledged member and a key part of the Senior Leadership Team. Plus, she always joins in with team activities and social events. It could have been a tough ask for Julie to work with someone who already has financial experience. Yet her approach combined the in-depth historical knowledge I had of the company finances with helping me further develop my financial know-how. Our values were so aligned and our partnership approach provided the tremendous value to the company – and continues to do so today.