The man in the middle

Dec 02, 2018
Ian Mathews, outgoing CFO at Trinity College Dublin, reflects on his career as he prepares for a new challenge in Abu Dhabi.
 
As curtain calls go, Ian Mathews couldn’t have scripted it better. The Chartered Accountant and outgoing Chief Financial Officer at Trinity College Dublin will leave the university this month having won three major accolades in recent weeks – Finance Team of the Year at the Irish Accountancy Awards; Finance Team of the Year at the British Accountancy Awards; and Best Diversified Asset Investment Fund: Trinity Endowment Fund at the Wealth & Finance Investment Fund Awards. In January, he will take up his new post as Vice-Chancellor of Administrative and Financial Affairs at Abu Dhabi University.

Ian describes it as “purely fortuitous” that the university won three accolades as he prepares to leave the stage, but it is an arguably just reward for a man who led Trinity’s Financial Services Division out of 3 College Green and integrated 60 finance professionals into the day-to-day operation of the university. “It all started in 2007 when my predecessor and I proactively commissioned an external review,” he said. “The findings were clear, but tough to swallow. We had a great team but we weren’t great on customer service, we didn’t focus on our stakeholders and we said ‘no’ a lot.”

Reaching out

With the financial crisis just around the corner, the team would be forced to say ‘no’ even more in the years that followed but Ian was determined to bring the finance function closer to the action and make the team more accessible to the university’s 1,800 full-time and 4,000 part-time staff. 

“We knew we were good accountants, but we needed to translate that into something of value for our non-finance colleagues. So we recruited a Services Liaison Officer to help us reach out to the different areas of the university,” he said. “We introduced an outreach programme within the Financial Services Team to help the different departments get to know each other and we brought them in groups to the main campus to attend lectures. The whole idea was to build empathy with our colleagues and help us understand where they might be coming from when they have a finance-related issue.”

Systems development

Today, the Financial Services Division is recognised as an integral part of the university’s operational structure and this is due in large part to Ian’s vision for a more open, approachable and understanding finance function.

Such organisational development initiatives were followed some years later by the introduction of a new real-time procurement and reporting system. According to Ian, the university “had no visibility on what it owed or purchased. While we were able to pull accounts together, we had no real strategic data.” In one instance, it took the university three weeks to respond to a relatively straightforward parliamentary question about the university’s taxi expenditure.

The university is now on the front foot when it comes to data-led intelligence. Its real-time accounting system allows staff to access the university’s procurement system on their smartphones and make orders around the clock. “We secured €13 million in savings over five years by streamlining our procurement and focusing on value. Where we once had 60 travel agents serving the university, we now have one. Where 10 years ago one department was buying a ream of paper for €8 and another was making the same purchase for €2, everything is now aggregated and we know that we’re getting the best value possible.”

Setting these processes and systems up is one thing. It’s another thing entirely to shift the culture of an organisation as large as Trinity College Dublin. Luckily for Ian, he has always been blessed with the power of persuasion. “I have a capacity to listen and build relationships, and this has certainly been an advantage. I also try to lead by example because if you can do that, you will inspire people and create the basis for a workplace that is built on loyalty, integrity, commitment and hard work.”

His accessible style was also an asset in his negotiations with the university’s Students Union. Over the years, Ian made a point of meeting the incoming officer group to establish a clear line of communication. “I’m quite people-oriented and I like to keep lines of communication open,” he said. “I fully respect the mandate of the Students Union to fight for more resources and fee certainty. I only ask that if they want to raise a question at a meeting, that they speak to me first. That way, they still have their say at the meeting but they will have the added benefit of a considered, informed response. We won’t always agree, but I’ve heard past presidents of the Union saying that the first thing you do when taking office is talk to Finance. We’re now part of the solution, not the problem, and that’s a great credit to the team.”

Strategic investment

In the midst of rebuilding his division’s culture and reputation within the wider university, Ian also led Trinity College into uncharted territories. “When I took over as CFO, Trinity College had never borrowed in its 400-year history,” he said. “Our first loan was drawn down in 2010, a second in 2015 and the university has just secured a further 30-year €100 million loan from the European Investment Bank to fund the soon-to-be built E3 Institute (Engineering, Environment and Emerging Technologies), which will develop the knowledge, technologies and aptitudes needed to design and shape the planet’s natural capital. The loan will also fund a refurbishment of the arts block, an expansion of the law school, and new student accommodation at Trinity Hall in Dartry.”

The next act

Over the past 24 years, Ian has played a central role in the rejuvenation of Trinity College Dublin. Now the university has its sights firmly set on the future, the time has come for a new challenge – one that came in the form of an unsolicited email. “I was asked to put myself forward by an agency in Dubai and it was an operations role as opposed to pure finance. If I waited another five years, my options would be restricted and the time was right from a family perspective,” he said. “Trinity has been great but now, the future excites me in a new way. If you don’t take these opportunities when they arise, you might live to regret it.”

So with three awards in the bag and a string of investments at work, which will no doubt benefit the university for generations to come, the curtain comes down on a sterling career in Trinity College Dublin. But the university hasn’t heard the last of him. “I recently facilitated a visit by Abu Dhabi University to Trinity to talk about the potential for collaboration in the area of health sciences,” he said.

“I’ll maintain my links with the university because that’s just me, it’s who I am. Two decades of corporate knowledge isn’t going to disappear overnight and if anyone needs to talk, they’ll only have to pick up the phone. I’ll be happy to help.”
He might be leaving Trinity’s stage, but don’t bet against an encore.