In 2015, Holly Andrews became the managing director of KIS Finance, and she quickly made her mark.
With almost 20 years of experience in finance and insurance, she has built a company that combines strong internal systems with a real-world understanding of what customers need. She leads with care, listens more than most, and isn’t afraid to make tough decisions when the numbers and her gut feeling agree.
In a recent interview with The CEO Views, Holly Andrews talked about the problems she faced early on, what she keeps an eye on in the business, and the brave choice that changed everything. Let’s get started!
What’s the most important thing you’ve learned in 18 years of working in finance?
Take care of everyone you work with, including customers, your team, and partners. That has always stuck with me. People remember how you treat them, and if you do that right, everything else tends to work out.
Also, stick to the values that are important to you and your business. You work a lot, so what’s the point if you’re not getting anything out of it? My values mean being honest, being clear and doing things right, even if it’s not the easiest way. That way of thinking has never let me down.
What was the hardest part of your job as managing director at KIS Finance when you first started?
There were a lot of problems. It was a lot of pressure to become the managing director at KIS Finance, especially since it was a family business. I felt the weight of that trust and really didn’t want to let anyone down. I felt that sense of duty every day for a while.
Being a 27-year-old woman in a field where most of the other MDs and CEOs were older and male made me feel a little lonely. It was a little strange, but I grew up around the finance industry and had been working in it for about nine years at that point. I had been in charge of the complaints department for a big insurance company and had also worked for Barclays and Deloitte.
How do you keep pushing for improvement in your business?
Make sure that all parts of the business have strong management information and key performance indicators (KPIs) so that areas of focus can be looked at regularly, such as in our senior management team meetings. This will allow us to talk about and put into action the areas that need to be improved, creating a culture of continuous improvement and not standing still.
For the business, the staff, or our customers, it’s very important to have an open workplace and a way for employees to suggest changes that can be looked at and put into action. Our employees are on the “front line,” so they are in the best position to see what works and what doesn’t. It’s important to capture and act on their knowledge and insights.
What is one piece of financial advice that you wish more people would follow?
Actually, I have three.
First, don’t spend money you don’t have. People still fall for that one, even though it’s clear. It’s easy to lose track of credit cards, Klarna, and quick loans.
Second, make better plans. I don’t mean that you need to use spreadsheets for everything; I just mean that you should get into the habit of planning ahead. You should be aware of what is coming out of your account and what is likely to change.
Finally, put away more money. It’s the consistency that matters, even in small amounts. Life throws us curveballs, but having something saved gives you choices.
How do your hobbies or interests affect how you do business?
A lot of the things I like to do outside of work involve other people, like playing with my son or hanging out with family and friends. That’s probably why I also value my relationships at work so much. I now know how important it is to listen, work together, and get along with others.
You don’t need to make it more complicated than it is; just be nice to people, and the workplace will be a lot more productive and fun. That way of thinking affects everything I do at work.
What would you tell yourself if you could go back in time and give yourself advice during your first year at KIS Finance?
I’d tell myself not to be so scared of making mistakes. Back then, failure felt worse, like every mistake would show that I wasn’t ready. But the truth is that you learn more when things don’t go as planned. I’d also remind myself that I knew more than I thought I did. You just have to trust yourself and keep going. You can figure it out as you go.
What was one leadership choice you made that really changed KIS Finance?
Quick, decisive action in “taking the plunge” to change the business model to make the most of a business opportunity. This also meant that the fixed costs had to go up a lot.
Even though it put the small family-run business at more financial risk, this choice was made after carefully weighing the pros and cons. The company’s quick growth and more financial products for customers are thanks to the great team we have in place.
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