We recently caught up with one of our long-standing clients, Daniel Carroll, to hear more about his career to date, his role at Chase, challenges he’s faced in his own career and those facing the construction sector. We also talk about his life-long commitment to a certain football team, his experience of working with SRM and his advice to someone just starting out in finance. It’s a great read, packed full of insights, advice and highlights from a varied and successful career!
Q: Tell us a bit about your career to date and what led to your role at Chase New Homes? What are your main responsibilities?
I’ve had a varied career, working across PLCs, SMEs and a start-up, as well as setting up a small business of my own. One thing that’s become clear is that I enjoy roles where I’ve got autonomy and can make a difference, which is why privately-owned companies like Chase really suit me.
I’m responsible for all aspects of the company’s finances; from investment appraisals and banking, to payroll and insurance. Chase is big enough to take on exciting projects, but small enough to stay nimble and opportunistic. We’ve got a lean, highly-skilled team who are all pulling in the same direction.
Q: What’s been the toughest challenge and biggest success in your career so far?
The toughest challenge was navigating the 2008 global financial crisis. I’d just joined Barratt Homes’ East London division and walked straight into a battle to keep the business afloat.
It was a steep learning curve. Six members of my new team were made redundant, so alongside the merger and new systems rollout I’d been recruited for, I also had to restructure the team, tighten cashflow, and produce forecasts in the face of total market uncertainty.
It was a brutal four years, but I thrived on it and learned a huge amount. It was also a springboard into board-level roles, as I had to take responsibility for pretty much everything that landed on my plate. There was a siege mentality too; everyone from senior management to the ledger clerks pulled together to drag the business through and come out stronger.
Q: What have you enjoyed most about working in construction?
I love that what we do has such a tangible, real-life output. I’ve worked on some amazing projects and can point them out to my kids when we drive past.
It’s also great being there at the handover stage, hearing champagne corks popping in the sales suite as someone gets the keys to their first home, especially when you’ve been involved since day one, putting together numbers for a bid on what was once just a derelict site.
Q: The market’s tough right now. What do you see as the biggest challenges in your sector?
In a word, BSR (Building Safety Regulator). While there’s been some progress in unblocking sites, it still feels like the government hasn’t grasped the urgency.
Stalled sites send developers and subcontractors bust, put people out of work, and add to the housing crisis. The stats for London at the moment are terrifying.
No one wants to see another Grenfell, and the aim of the BSR is absolutely right. But with so many people living in sub-standard housing, it’s crazy to have sites sitting idle and properties standing empty because a system set up three years ago is still finding its feet.
Q: In your view, how has the role of a senior finance leader changed over the years?
I’ll make myself sound ancient here, but my first role involved updating a paper cashbook; hand-writing debits and credits every day! Construction was behind the curve with technology, but the systems we use now are far more intuitive. AI also feels like it’s reaching a tipping point, with another leap forward on the horizon.
The workforce has also changed. I love seeing the next generation of finance professionals come through, bringing new perspectives. I’ve worked with a really diverse mix, from seasoned accountants who’ve seen it all, to hungry youngsters who challenge the status quo and keep the rest of us on our toes.
In many ways the role hasn’t changed - it’s still about telling the story of the numbers in a way non-finance people can understand. But the tools, teams and value placed on sound financial advice have changed beyond recognition.
Q: How did your finance career start?
Pretty randomly! I was good at maths and analytically-minded, but fell out with school after GCSEs and went looking for work.
I applied for a trainee quantity surveyor role (with no clue what that was). By the time I arrived, the job had been offered to someone else, but they offered me an accounts junior role instead.
I walked out with my first “negotiated” package: a £5,750 salary and an AAT training contract. My dad’s response was, “That’s criminal, how can they pay people so little?” But I enjoyed the work, had great mentors, and fixed my eyes firmly on completing my studies; AAT first, then ACCA.
Studying AAT gave me a clear path from the basics of writing a cheque to producing full accounts in three years. It was the perfect launchpad. I’d recommend it to anyone wanting to progress in finance.
Studying while working suited me perfectly. I was ambitious, got involved in everything from system rollouts to cash management, and gained exposure to audits, credit control and managing remote teams. I’d definitely recommend combining study with work experience to turbo-charge a career.
Q: What advice would you give someone just starting out in finance?
Don’t be too patient, and don’t assume your boss has a plan for your development.
Take the initiative. Manage upwards. Volunteer to solve problems. Use appraisals to hold your manager accountable. Set yourself clear goals and write them down - telling your boss what you plan to achieve is a powerful motivator.
Q: You’re a massive Brentford FC fan. Tell us about that.
Ha! It’s been a lifetime of watching the Bees through thin and thin. I used to travel the country to watch us lose to the likes of Mansfield, Scunthorpe and Exeter. A particular low was a Friday night cup tie at Barrow (then non-league). I think there were 99 Brentford fans there, and I knew most of them by name!
When the club was left penniless by an unscrupulous owner and the supporters’ trust stepped in, I was rattling buckets outside Griffin Park to help pay wages, then counting pennies upstairs in the Griffin pub. We even won one signing by spamming an online competition!
The last few years have been incredible; reaching the Premier League after finally winning a play-off at the 10th attempt, then that first game at the new ground. Our first Premier League goal, followed by our second; top of the league for one day only! Not the best day of my life, but it still brings a lump to my throat.
Q: You’ve worked with Luke Higgs & SRM before. Why do you use SRM as a recruitment partner?
For me, recruitment partnerships are about two things: relationships and candidates.
Luke’s not just there when I need to fill a role, I can call him for market advice anytime and get a straight answer backed by years of experience. He’s helped with benchmarking and market insight, and he’s always honest, whether our offer is above or below market expectation.
On candidates, I can rely on him no matter how tight the timeline. I like to move quickly when recruiting, and Luke always produces strong shortlists. On one recent hire, three out of four candidates he sent were perfect fits. Choosing between them was a nice problem to have!
Q: How have you found working with Luke & SRM?
In short: Luke does all the running so I don’t have to. Clear communication, quick responses and great candidates make things easy.
He also supported me during my own job search, introducing me to the SRM community and giving me advice and encouragement.
Q: What advice would you give to anyone considering working with a recruiter?
First off: DO IT! I still meet people job-hunting without speaking to recruiters, often on poor advice from friends or family. A good recruiter will help you secure interviews, benchmark your value, and give honest feedback on why you may have missed out, which is invaluable in today’s market.
Secondly, listen to their feedback. They’ll have employer insights you won’t get directly as they see recruitment processes every day.
Finally, make the time to properly engage with them, and actually take their advice on board, even when it’s not what you want to hear. That’s often when it’s most valuable.
Get in touch
For help with your finance hiring or finding that next career move, contact Luke Higgs on luke.higgs@srmrecruitment.com