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Sharon Flood has been at the financial helm of John Lewis for two-and-a-half years, so plate-spinning is something at which she has become adept. She has two children, runs a charity, enjoys skiing and windsurfing - basically 'anything that gets you out and about' - in addition to keeping the company's department stores in the black.
Flood has always been a numbers person. She studied maths at university, but after spending time undertaking pure maths research, she realised she was 'more of a people person' and joined the accountancy programme at Unilever.
During her time there, Flood was involved in consolidating the European manufacturing base for Unilever, down from 13 to a total of four factories, and dealing with the implications of that from a European Union perspective, so her initiation into the world of management accountancy was clearly solid.
She now has 100 people reporting directly to her, but because of the branch structure of John Lewis each store also has its own dedicated finance team - quite unusual in this day and age, according to Flood.
The development of the next generation of finance professionals - those who are hoping to emulate her rise to the top levels - is a challenge that appeals to Flood.
'When I talk to our graduates, I like to talk to them about what it felt like being in their position 20 years ago and the opportunities they have to really make a difference to the business. It's a really privileged position to be in,' she says.
Flood considers herself approachable and down-to-earth, and prefers to be hands-on when it comes to getting to know the team. She is keen to give people responsibility and scope to get on and do their job.
'I'm not a micromanager,' she argues. 'In time, you learn that if you want to achieve all your aims, you can't micromanage your team. I hire good people, try to support them as much as I can, and then let them get on and do their jobs.'
Flood's can-do approach to life is reflected in her views on the age-old issues that plague the accountancy profession. As such, she has never experienced the glass ceiling.
Still, a good work-life balance is key in her book. 'I don't want to wake up in 20 years with a stellar career, but never having seen my children grow up. It's a choice we all have to make, whether you're a man or woman.'
She also refuses to subscribe to the theory that FDs can make easy scapegoats when things head south. 'When things are going badly, your FD becomes your best friend. The FD is the one who will help you work through it because the FD's role is to have solutions.'
Flood admits there are still limitations to a life shielded from the unforgiving spotlight of the City. 'Changing the perceptions of finance is tough, especially in a business that's based around partners and customers. Historically, finance has been seen as something of a gatekeeper - a bit of a negative force. But we're the people who can really unlock growth potential and build processes that stop us accidentally losing money. We need to make people realise that we're a force for good, not necessarily a hindrance to what they want to achieve.'
A successful course
Unilever - commercial manager/trainee
OC&C - strategy consultant
B&Q -head of strategy/director of finance
Woolworths - finance director
Masterplug/BG Electrical - finance director. Led a private equity backed management buyout
John Lewis department stores - finance director since June 2005
All People
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