A good career call

Oct 01, 2019
Paul Duffy, Ding’s new Head of Finance, discusses his move from practice to industry and life in an entrepreneur-led environment.

What enticed you to move from practice to industry?

I spent 10 years at PwC. I worked in the audit practice in Dublin for five years, specialising in the technology and telecommunications industries. I then spent the next five years working in the deals practice in Boston, advising private equity and corporate clients on their M&A deal execution. Although I thoroughly enjoyed my time there, I felt a move to a new industry would provide a fresh challenge. I’ve always wanted to work for an entrepreneur-led company in the technology sector and, preferably, one going through a period of accelerated growth. Ding seemed like a good fit all round.

What does your new role at Ding entail? 

As head of finance, my role covers a wide remit. My colleagues in finance are much more than retrospective number-counters at Ding. The team is central to how Ding functions. It is a complicated machine, due in no small part to the number of jurisdictions in which it operates. I also oversee the financial operations function, which comprises a team of 15 employees in Dublin, London, Barcelona, Paris, New Jersey, Florida, Dubai and Dhaka. Our financial operations team acts as a business partner to our business development team, so the tasks can vary from on-boarding and negotiating with new mobile operators to implementing new systems to support business growth.

What do you find most challenging about your role?

It is probably the demands that come with having such an international business. Ding operates in more than 140 countries and works across multiple time zones, in over 100 currencies, and across a myriad of complex regulatory environments. This brings its challenges. It’s been an adjustment just getting used to the various time zones and holiday schedules alone. We sell operator airtime so we hold stock for over 500 operators around the world, which the finance team manages. To facilitate this, we buy and sell in multiple currencies every day, and we need to forecast demand to determine stock levels. 

Describe your typical day.

Given the international nature of our business and the demands that brings, no two work days are the same. I try to start off the day with a quick gym session, then to the office. I tend to catch up with our CFO mid-morning to discuss the status of ongoing finance projects and the latest business performance. Each day, I try to speak with our various teams around the world so I have to work within the time zones. Before lunch, I usually have a video call with Dubai to chat through any issues or ongoing projects. In Ding, we try to promote collaboration across different business functions. I’m a believer in doing things face-to-face where possible and we have an in-house barista and coffee bar, so it’s a nice place for regular meetings with colleagues. In the afternoon, I could be working through the key commercial terms of a new customer agreement with legal, or meeting with business development to discuss things like banking and tax requirements for a new region. In the evening, I usually log on to answer emails from our US team, who are often on the road meeting potential new customers.

What traits do you value most in your colleagues?

Intellectual curiosity, which isn’t always encouraged as people come up through the ranks in finance. In today’s business world, speed and efficiency are often a key focus but possessing an intellectual curiosity encourages critical thinking and ultimately yields better results for the business. Flexibility is another trait that I value. In a fast-paced environment such as Ding, deadlines and targets change frequently and having the ability to be flexible and agile is important. It makes for a better team player, and a better partner for customers.

What is your best piece of business advice?

Build a meaningful network.