Knowledge Hub
20.02.18
Career Control: 5 Top Tips for Working Smarter, Not Harder
Career Control: 5 Top Tips for Working Smarter, Not Harder
05.02.18
Newsletter #4: No Longer a Start-up!
Happy New Year and welcome to Newsletter No 4. In this edition we’ll be reflecting on our first year of trading and plans for 2018; looking into the art of managing up; sharing our 10 top tips on how to beat the year end blues; and launching the first of a new series of CFO Spotlight interviews.
29.01.18
Top 10 Tips for Avoiding the Year End Blues
It’s 2018, the run up to Christmas and the countdown to New Year’s Eve has been and gone and it’s back to normality after a festive period which you’re still recovering from. If all you want to do is hibernate and eat your body weight in leftover Christmas chocolate then this article and our top ten tips on avoiding the year end blues should be at the top of your reading list…
29.01.18
Career Control: The Art of Managing Up
What would our working lives be like if promotions came easy and career development managed itself? While a continual uptick in financial compensation always helps with life, the reward for progression really comes from the accomplishment and its recognition. Ultimately, the onus lies with you to develop your career, which means grasping control of the controllable. This begins with understanding your boss, your senior peers and stakeholders and learning how to manage up.
17.01.18
CFO Spotlight: Maryse Malicet, Moet Hennessy Europe
In the first of our CFO Spotlight series, we talk to Maryse Malicet, one of the many talented European finance professionals in London, about what it takes to become a CFO...
12.10.17
Newsletter #3: Disrupting the Gender Bias
In our last newsletter, we raised some questions around the importance of building diverse boardrooms. It seems that we were picking at a thread close to your hearts as the response rate to our survey rose by over 55% and drew some interesting, motivating results. 50% of you rated the strategic leadership of your board as ‘good’ or ‘high’, while 80% of you felt that diversity in your boardroom is ‘poor’ or ‘non-existent’. On these findings alone, perhaps diversity isn’t as important as we think? Perhaps not, as only 20.6% of respondents disagreed that diversity was important to strong corporate governance. The ‘will’ amongst the senior professionals that we surveyed is there, but the question remains, how do we bridge the representation gap?