Clydesdale Bank CFO，Ian Smith

Going into the crisis， banks didnt really think clearly and holistically about their balance sheets. “I remember any number of conversations with clients when I was on the Deloitte side or when I was in HBOS. The focus was all about the P&L. It was all about how you drive profits，” he explains. “Banking fundamentally starts with the balance sheet. It starts with where do you collect your liabilities and then how do you lend the funds that you have raised. And a sensible capital structure to support you if things go wrong， basically fund that growth. People lost sight of that.”

在经历过金融危机后，苏格兰克莱兹代尔银行（Clydesdale Bank）CFO Ian Smith发现，一旦危机爆发，银行很难对自己的资产负债表有清晰、全面的认识。“我至今仍记得在德勤或哈利法克斯苏格兰银行时，每一次与客户谈话的焦点都是损益表以及如何提高利润。” Ian Smith解释道，“从本质上讲，资产负债表是银行业的根本。要先看银行的负债来源，然后看资金贷款去向，以及一旦出现问题，是否具有合理的资本结构作为支撑。”

BMW Group UK Limited CFO，Talita Ferreira

A key moment in her career came with her promotion to CFO of BMW Financial Services. she says. “And what weve seen with flexible working is that the sick rate has really reduced. I think were naive as a corporation if we think that people are present on a seat for 12 hours and being effective.” And by adopting such a flexible stance， Ferreira says BMW has improved absentee rates， saved on recruitment costs and helped encourage “a more engaged， happier workforce that offers more tangible and creative results with more discretionary effort”， which all benefit the bottom line.

晋升为宝马汽车金融服务公司CFO是Talita Ferreira职业生涯中的一个关键时刻。谈到弹性工作制时，她指出，“通过实施弹性工作制，我们发现员工的生病率确实有所降低。如果你认为让员工在工位上坐12个小时又能保持较高的工作效率，那就太天真了。”通过采用灵活的工作制，宝马公司提高了缺勤率，节约了招聘成本，并使员工工作更投入、更快乐，能够自由支配更多的精力，取得更多实实在在的和创造性的结果。

HSB Engineering Insurance FD，Anya OReilly

A big project OReilly has been involved with is improving communications between the finance function and the wider business by building upon the teams existing tendency to have different members liaise with different departments. This has been formalised by assigning a business partner across the companys divisions， OReilly works with each team member on their individual area of the business. “Its given everyone in my team an objective of getting to know the business more， getting out there and building up that relationship，” she says. “So its customer service from the finance team， our customers being the internal business as well as the end users.”

英国工程保险和检验服务公司HSB财务总监OReilly曾参与过的一项巨大工程是，改善财务部门与更广泛的业务之间的沟通，方法是在现有团队的基础之上，使团队各成员分别与不同的部门进行联系，O ' Reilly与每位团队成员就各自领域进行沟通。“这让我们团队的每一位成员都有一个目标，要更好地了解公司的业务，要走出去与其他部门建立联系。也就是说财务团队要提供客户服务，我们的客户就是内部业务部门以及最终用户。”