MY CIPP
Tell us a little about your career and background so far? As a school leaver, I began an apprenticeship in design engineering. When that didn’t work out, I was introduced to someone who had started an internet provider company in the late ‘90s. Though I had no prior experience in technology, I was captivated by the potential of a screen that opened a world of communication and knowledge. Soon after, I joined a small group pioneering web hosting and within four years we grew into the largest in the UK in our industry. This was my first taste of working within a fast-growing tech organisation. Although my focus was technology skills, I gradually realised that my true passion lay in problem-solving, organisational leadership and management. I moved away from hands-on technical work and started leading teams, particularly in rapidly growing, venture capital and private equity-backed technology companies. For the past decade or so, I’ve worked with a broader focus beyond technology, naturally leading me into operations. Despite starting my career with just GCSEs, I’ve continually pursued professional education and accreditation, transforming my career along the way. This passion for lifelong learning fuels my desire to contribute to an industry brimming with opportunities for positive change. What are your day-to-day duties at the CIPP? Being part of the operations function is dynamic and multifaceted, making each day uniquely different. As the senior operations leader, I oversee finance, IT, and Quality, Environmental, Safety and Health (QESH) departments, but my role naturally extends beyond these areas, touching virtually every aspect of the Institute’s operations. In finance, I help to ensure our financial strategies support our long-term goals. My role involves providing guidance and ensuring we remain aligned with our overall objectives, maintaining the Institute’s fiscal health.
In IT, I collaborate with our technology teams to maintain and improve the systems that run the CIPP and deliver experiences across our various platforms. QESH is another critical aspect of my work, where we focus on maintaining high standards of compliance and fostering a culture of quality in everything we do. What does your role mean to you? It’s more than just a job; it’s a culmination of my experiences, passions, and values. Being in operations allows me to engage with various parts of the organisation, our membership and the wider payroll community. I see my role as bridging strategy and execution, shaping and implementing initiatives that ensure we operate efficiently, adapt to challenges and continuously improve. It’s about fostering a collaborative, professional and caring culture where people are empowered to do their best work in an equitable way, driving the high standards our colleagues and community expect. My job is incredibly fulfilling as it allows me to give back to a field that has provided me with so many opportunities. I’m passionate about professional development and lifelong learning and being part of an organisation that champions these values is deeply meaningful to me. Every day, I’m reminded of the importance of what we do and how we contribute to the success and growth of payroll professionals across the industry. Do you use any tools or strategies that ensure operational efficiency and effectiveness? A significant part of my approach to ensuring operational efficiency and effectiveness at the CIPP involves applying the Triple E Framework, which is particularly relevant for non-profit organisations. Efficiency is about making the best use of our resources to achieve our goals. I work with the teams to ensure our processes are streamlined and that we maximise output with the resources available. This involves continuous evaluation and improvement of our operations, using various techniques,
technology and tools to track progress and optimise workflows. Effectiveness focuses on achieving our strategic objectives and delivering outcomes for all our stakeholders. We also ensure they genuinely contribute to the Institute’s long- term goals. Finally, economy is concerned with the cost-effectiveness of everything we do. As a not-for-profit organisation, we must procure the necessary resources at the best possible value without compromising quality. This approach helps us manage our budgets responsibly while still achieving high standards. What are your priorities for the future of operations within the CIPP? My key priorities for the future of operations at the CIPP focus on driving innovation, enhancing agility, and ensuring sustainability. Technology will play an increasingly pivotal role in enriching members’ and learners’ experiences. We’ll continue to invest in both established and emerging technologies to boost efficiency and elevate the quality of our services. To stay competitive and responsive to change, I plan to further streamline our operational processes, reducing complexity and improving efficiency. This will empower us to make quicker decisions and adapt swiftly to the evolving needs of the industry. Delivering all of this in a financially sustainable manner is crucial. Through intelligent resource management and adopting practices that support our long-term health, we’ll maintain the quality of service our members expect without compromising on our financial stability. Finally, central to everything we do is our commitment to fostering a diverse, equitable, and inclusive culture. It’s crucial that everyone at CIPP has the tools, resources, and opportunities to excel. But beyond that, we also believe in creating an environment where we can enjoy the journey. A bit of fun and humour goes a long way in keeping us connected and motivated, ensuring that we support each other while delivering our best work. o
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| Professional in Payroll, Pensions and Reward |
Issue 104 | October 2024
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