The CFO Edit | The Journey to CFO: Lessons learnt

In this edition of The CFO Edit, Georgia shares how she built the confidence, skill set, and perspective to step into her first CFO role after previously holding senior finance roles at Global Switch, Deloitte, Shell, and Centrica. She reflects on what it takes to bridge technical expertise with leadership, overcome imposter syndrome, and grow from a strong finance foundation into a strategic business partner. 

When did you first start thinking, the CFO role was achievable?

After moving from Grenada to the UK for my master’s at UCL, I trained and qualified at Deloitte, specialising in audit, corporate governance and supporting clients preparing to list. From there, I joined Shell in technical accounting and later Centrica in financial controlling, both great learning grounds. My first number-one finance role came when I became Head of Finance for Global Switch’s UK Data Centres division, which set me up for my current position. 

While at Shell, I first worked with a coach who completely changed my perspective. When I later moved to Centrica, which was still early on in my career trajectory he said, “Your next role will be CFO.” I laughed and said, “Me? Impossible.” But he pushed me to see that CFOs are human, just people with broader experience and confidence. 

With his guidance, I began to connect the dots. My technical and controlling experience had built a strong foundation, and the next logical step was ownership of the P&L. That mindset shift helped me see the CFO path as not only possible but attainable, and it ultimately led me to Global Switch as Head of Finance for the UK data centres, which became the launchpad for my current role at Together Group. 

What was it about Global Switch that gave you a different view of the world? 

I went into the role almost pinching myself. They told me I’d be responsible for budgeting, forecasting, commercials and contracts, areas I hadn’t led before. I remember thinking, why me? 

The recruiter who had placed me at Centrica said, “You’re the right personality for this, even if you don’t know data centres.” That confidence meant a lot. 

Within a year, my team and the Group Director, UK (who was responsible for the UK data centres as “CEO, UK”) were already calling me the CFO for the UK data centres. I hadn’t gone in with that ambition, but I threw myself into learning and taking ownership. Their response gave me the belief that I could one day be a Group CFO. 

Which parts of the Global Switch role didn’t yet give you full CFO responsibility? Were there still skill gaps you needed to close? 

At Together Group, I cover areas I did not at Global Switch, mainly M&A, fundraising, and investor relations. At Global Switch, the focus was organic growth, buying real estate, building data centres, and serving clients, so I did not get exposure to acquisitions. 

That said, I handled almost everything else: partnering with the Group Director, UK (“CEO, UK”) managing budgets, forecasts, cash flow, client retention, and renewals. I also participated in strategic decision making, sitting on committees such as the Business Review and Risk Committees, and preparing the Group Director, UK (“CEO, UK”) for joint venture discussions. 

Eventually, I deputised for the Group Director, UK (“CEO, UK”) and joined the Global Steering Committee, which was chaired by the Group CEO where we evaluated major investments and new data centre projects. These experiences gave me strong CFO-like exposure. 

What do you think helped you create opportunities for you to develop your brand? 

A few things stand out. On my first day, my team invited me to join a call on an ERP transformation they were struggling with. The project was running aggressively, and the team was frustrated and unsure how to manage the system change. 

During the call, the project lead appeared to be dismissive, so I spoke up and asked for answers to the team’s questions. Afterwards, I sent a note to the Group Director, UK (“CEO, UK”) and Group FD outlining my concerns. It was literally day one, but it was a purposeful moment that showed my willingness to engage, speak up, and support the team. 

Your first CFO role was in a unique business, so I imagine the interview process wasn’t traditional. What was it like, and what do you think set you apart? 

I first heard about the role through a friend who connected me with a CEO looking for a CFO. The interviews were unconventional; I met each of the three co-founders on consecutive days and was offered the role by Thursday.

I had no prior experience in scale-ups, and my experience in marketing was as an auditor for very large/corporate agencies whilst at Deloitte, so I had no prior experience with smaller founder led marketing agencies but I brought a strong core skill set in accounting and finance in professionally run corporates, leadership experience, integrity, and a strong work ethic. They responded to who I was as a person, not just my work experience. 

With your first CFO role, were there moments of doubts, imposter syndrome in year one, year two? 

Absolutely. I started the role in 2021, in the middle of COVID, just weeks after losing my dad, who I really looked up to. The first few months were tough, full of grief and imposter syndrome, but I pushed through out of a sense of responsibility. However, by spring of 2023, my mother was diagnosed with a terminal illness, and we lost her within 6 months. I poured my energies into building the group as a coping mechanism, as my parents had been truly exceptional people, and my grief was deep.

Being open with peers and mentors helped a lot. GrowCFO was a lifeline, especially Catherine Clark. I learned from experienced CFOs in my wider network, founders of acquired agencies into Together Group, and my supportive CEO and the 2 other Together Group co-founders. Their guidance and encouragement gave me the confidence to grow into the role

You need both technical skills and soft skills to succeed. How did you approach getting up to speed quickly in those areas? 

I love a challenge. Being asked to build a finance team from scratch felt exciting rather than daunting. For me, finance has a creative side, adding value, hiring the right people, and building a strong team. 

The biggest ongoing challenge has been integrating multiple agencies year after year, while keeping the group liquid and on track. That’s what keeps me on my toes, while other parts of the role feel more comfortable. Getting up to speed required learning on the job, keeping up with my CPD, and pulling on all my acquired knowledge over my career to date, deciding on the appropriate lever as the need arose.

What do you think are the key character traits needed for a CFO, and do you believe they can be developed? 

They can absolutely be developed. From my experience, work ethic is crucial. You need to know when to put in the hours, especially in fast-growth businesses. Personal integrity and values are also key. People need to trust that you will be honest and reliable. 

Supporting and challenging the CEO, balancing loyalty with constructive questioning, is essential. Empathy matters too, but it needs to be balanced so it does not distract from delivery. Attention to detail and a strong understanding of the numbers are also critical. Ultimately, a CFO needs to immerse themselves in the business to make informed decisions and wear multiple hats effectively. 

How has your leadership style evolved as you’ve built and grown a finance team? 

I didn’t fully realise how much the finance team drives the CFO role. My previous teams were junior and needed coaching, but here I quickly learned I needed a team that could carry me. That shift in thinking was probably my biggest lesson over the past four years. 

Once that clicked, I realised I needed to challenge my team more, not just coach them. I also sought ways for them to learn from others, so they could build confidence and gain new perspectives beyond me. 

Ultimately, it became about creating the right structure and support so the team could thrive independently. By giving them space to grow while maintaining trust and rapport, I could lead with empathy and help the team reach its full potential. 

Is there anything you would say to yourself if you could go back 5 or 10 years, in terms of your career trajectory or your choices toward becoming a CFO? 

I would have spent more time gaining corporate finance experience. At Deloitte and Shell, I didn’t get hands-on exposure, so I would have sought opportunities to build that earlier. 

I also would have focused more on strategy. Moving into the marketing sector required a new approach, and I was fortunate to have a CEO with a strong strategy background. Online courses like Udemy and GrowCFO helped me upskill quickly when needed. 

As my team has grown, I’ve learned a lot from hiring specialists. They explain things to me, and I challenge them in return. Learning comes from mentors, online resources, and your own team as you progress. 

On a scale of 1 to 10, how ready do you think you were when you first started your CFO role? 

I’d probably rate myself around a five. My core skills, like reporting, were strong, but I was just moving into the impact side of the role. 

When Together Group came along, it felt a bit early for me to step into a CFO role, especially in marketing. I had to learn a lot from scratch, integrating founder-led agencies and understanding a new sector. 

That said, I had a strong foundation, a positive attitude, and a lot of room to grow and make an impact. 

Finally, what advice would you give high-performing finance leaders looking to step into their first CFO role? 

Don’t stress, it will happen. Focus on your strengths, reflect on your weaknesses, and work on closing gaps where you can. 

If an opportunity arises where you can add real value, go for it, even if you don’t tick every box. Be open about what you can learn and trust that it might be your time.