From FD to CEO……when does the journey begin?

In our recent series of interviews, we spoke to Ben Harwood on his journey from FD to CEO and how he prepared himself for the change.

Lord were lucky to have worked with Ben in helping him secure the FD role at Naismiths eight years ago, when they were looking for an ambitious individual to help them on their growth journey. After five years he successfully stepped up into the CEO role and we spoke about how he prepared himself for this transition and he also offered some valuable advice to others looking to make a similar step

Having started in Finance “on the tools” Ben progressed quickly and was always looking to progress and develop himself in different roles. Every role he has undertaken he has always aimed to gain more experience and position himself for the next role. However, it isn’t always about preparing yourself for the role, it is also about pushing yourself forward when the opportunity arises and, following a management buyout and shareholder changes, the business needed a focal point to lead the group, which Ben put himself forward for.

What sparked the move from Finance Director to CEO for you? 

It was a mix of long-term ambition and timing. I had always wanted to become a CEO and had deliberately built up my exposure and experience, but the move happened when Naismiths went through a management buyout and shareholder changes and there was an obvious need for a focal leader for the group. Seeing the opportunity, and believing my finance background made me a great fit for the role, I proactively positioned myself to take on the role.

Stepping into the CEO role is a big change, what was the biggest shift for you in terms of mindset or approach?

The biggest shift was moving from a numbers-driven role to a people-driven mindset – understanding motivations, building trust and winning over senior colleagues who had far more experience in the industry. Rather than trying to prove myself instantly, I focused on demonstrating change through action by modernising strategy, driving innovation and delivering results over time. It may have taken longer than expected in some cases but patience and consistency were key.

As an FD, the focus is often on detail and managing risk. How did you adjust to leading the whole business and making bigger, growth-driven decisions?

I adjusted by stepping back from the day-to-day numbers and lifting my focus to the wider strategic picture. Running a service delivery team alongside being the FD had already given me a commercial mindset, but the real shift came from building a trusted team, especially bringing in a CFO who I already knew and relied on. That trust allowed me to fully let go of the detail, stop straddling both roles, and dedicate my time to leading the business, driving growth and planning for the future.

Which parts of your finance background have helped you most as a CEO? And were there any skills you suddenly realised you needed to build up?

I found that the most valuable part of my finance background was business partnering as that gave me a deep understanding of each area of the business and helped me turn financial insight into strategy, performance improvement and innovation. There were gaps that were quickly highlighted, particularly relationship-driven skills, such as communicating on a wider scale and presenting to clients. I had to push myself outside of my comfort zone, build confidence through real-world practice, and lean on external coaching and mentoring (including support from the chairman). These people-focused and commercial skills became essential as I moved from analysing numbers to leading people and representing the business externally.

How did the dynamic with your senior team and the board change once you became CEO? Was that an easy transition?

The shift in dynamic with the senior team wasn’t straightforward as there was a strong team of individuals and I was the least experienced on paper. I managed this by spending meaningful one-to-one time with each individual to understand their perspectives and build trust. Over time, consistent actions and open conversations helped align the team, and ultimately we managed to move the group forward without damaging relationships.

What’s surprised you most about being CEO; was there anything you didn’t expect before you took the role on?

I was most surprised by how little time I now spend on finance (only around 5%) and how much more of my focus is now on people, decision-making, and steering the wider business. The shift also brought the realisation that being CEO can feel more isolating, with final decisions resting solely on me. But I felt ready for it, having always prepared for the role by building the skills, confidence and mindset long before the title came.

How do you find the balance between staying financially disciplined and pushing for growth, innovation, and sometimes, a bit of risk-taking?

I balance financial discipline with growth by leaning on my finance background; it  helps me assess risk quickly, make informed investment decisions, and ensure the business only commits to what it can genuinely afford. I am naturally more growth-minded than cautious, and use financial rigour to keep that ambition grounded. This allows me to push innovation, look at new acquisition targets and new technology investment confidently, without losing sight of cash, performance, or long-term sustainability.

Every step up comes with challenges, what has been the toughest part of the learning curve for you, and how did you handle it?

The toughest challenge was integrating a newly acquired business.  While I expected the transition to be straightforward, it took far longer and made me appreciate that every business has a different culture and you need to align mindsets. Resetting expectations and driving cultural change proved harder than planned  but the experience has now shaped how I approache future acquisitions and integration.

For other Finance Directors who’d like to take that next step, what advice would you give?

Be brutally honest about your skill gaps, map out what you need to learn, and proactively build those capabilities through training, mentoring and real-world exposure. Act like a future CEO now, get closer to the commercial side of the business, engage more widely across the business, and develop the behaviours before the title arrives.

And finally, looking ahead, what are you most excited about right now, both for yourself and the business?

We have invested heavily in technology and innovation as we transform Naismiths in a traditionally “old school” sector that is already gaining strong traction in the market. I am excited by the opportunity to lead that change and position the business at the forefront of industry transformation. I am also still focused on my own long-term development, building the skills and experience that will eventually prepare myself for future roles such as Chair or NED positions.