Holly Andrews stepped into the Managing Director role at KIS Finance in 2015 and didn’t waste time making her mark.
Backed by nearly two decades in finance and insurance, she’s built a company that blends strong internal systems with a real-world understanding of what customers actually need. She leads with precision, listens more than most, and isn’t afraid to make tough calls when the numbers – and instincts – line up.
In our recent interview for The CEO Views, Holly Andrews opened up about early challenges, what she watches closely in the business, and the bold decision that changed everything. Let’s begin!
What’s the biggest lesson you’ve learned in 18 years in finance?
Look after everyone you deal with – customers, your team, partners. That’s always stuck with me. People remember how they’re treated, and if you get that right, the rest tends to fall into place.
Also, stay true to your personal and company values. You spend so much of your life working, so if you’re not getting something out of it, what’s the point? My values mean being honest, being clear, and doing things properly – even if it’s not the easiest route. That mindset has never steered me wrong.
When you first stepped into the Managing Director role at KIS Finance, what did you find the most challenging?
There were many challenges. Taking over as Managing Director at KIS Finance came with a lot of pressure – especially since it was a family business. I felt the weight of that trust and really didn’t want to let anyone down. That sense of responsibility sat with me every day for a while.
I also felt a little bit alone being a 27 year old woman in an industry where the majority of other MDs and CEOs were older and also male. It was a little strange, but I grew up around the finance industry and had been working in it for 9 or so years up to this point, during which time I had headed up the complaints department for a large insurance company and also worked for Barclays and Deloitte.
How do you keep pushing for improvement in your business?
Ensure robust Management Information and Key Performance Indicators (KPI’s) exist across all elements of the business, so areas of focus can be reviewed regularly, including in our Senior Management Team meetings so that the relevant areas for improvement can discussed and implemented – creating a culture of continuous improvement and not standing-still.
It’s hugely important to have an open workplace and a vehicle for staff to feedback improvements that can be assessed and implemented, for the business, staff or our customers. Our people are on the ‘front-line’ and are best placed to see what works well and not so well, so vital their knowledge and insights are captured and acted upon.
What’s one financial advice you wish more people followed?
Well, I’ve got three, actually.
First, don’t spend money you haven’t got. That one’s obvious, but people still fall into the trap. Credit cards, Klarna, quick loans – it’s easy to lose track.
Second, plan better. I don’t mean spreadsheets for everything, just a simple habit of looking ahead. Know what’s coming out of your account and what’s likely to change.
Lastly, save more. Even small amounts – it’s consistency that matters. Life throws us curveballs, and having something tucked away gives you options.
How do your personal interests or hobbies influence the way you approach business?
Most of the things I enjoy outside of work involve other people – whether it’s playing with my son or spending time with family and friends. That’s probably why I put so much value on relationships at work too. I’ve learned how important it is to listen properly, work as a team, and just get on with people.
You don’t need to overcomplicate it – just treat people well, and the working environment becomes a lot more productive and enjoyable. That mindset carries through everything I do in the business.
If you could go back in time and give yourself advice during your first year at KIS Finance, what would you say?
I’d tell myself not to be so afraid of getting things wrong. Failure felt heavier back then, like every misstep would somehow prove I wasn’t ready. But the truth is, you learn faster when things don’t go to plan. I’d also remind myself that I knew more than I gave myself credit for. You can figure it out as you go – you just need to back yourself and keep moving.
What’s one leadership decision you made that had a major impact on KIS Finance?
Quick, decisive action in “taking the plunge” in changing the business model to take advantage of a business opportunity. This also meant increasing the fixed cost base significantly.
Despite the increased financial risk involved in this for a relatively small family run firm, assessing the potential benefits and risks thoroughly the decision was made and with the amazing team we have in place – this has resulted in massively accelerated the growth of the firm and provided us with more finance products in the consumer sector.
