Credit Management January February 2022

INTERVIEW
AUTHOR – Sean Feast FCICM
than actual teaching, and so I finally realised
that boat had sailed!”
Ten years with the business went by in a flash
before Sue decided a change would do her good,
and she was approached to join Indesser, a
business that was just being formed to manage
government debt. This was another exciting
adventure, but although Indesser had been
awarded the central contract, it soon discovered
it had to negotiate with every individual
department within government in order to sell
its services.
“Again, I was fortunate enough to meet and
work with some brilliant people, including those
in the Cabinet Office who were responsible for
the decision making and strategic intent of
central Government, but it was also frustrating.
I had been used to a commercial environment
and knew what good looked like; it was very
different in the public sector and although I
was pleased to have had the experience, I knew
it was something I probably wasn’t going to do
long term.”
PROFESSIONAL BODY
It was about this time that Philip King FCICM,
the Chief Executive of the Chartered Institute of
Credit Management (CICM) began restructuring
the Institute and approached Sue to take on a
Strategic Relationships role. She had been a
member of the CICM (or the ICM as it was pre-
Charter) since working in the water industry and
a former Financial Director and friend, Ken Hill,
had encouraged her to seek out a professional
body to support her career development.
“I absolutely loved it,” she laughs, “partly
because for once everyone always seemed
delighted to see me, and that’s such a joy.”
Two years into her role and Philip dropped
the bombshell that he would be leaving, and
proposed Sue for the interim CEO role: “It was
a Friday evening, and I was on my way to Spain
the next morning,” she remembers. “I was
completely thrown but also knew I had to say
‘yes’!”
The date was 2 March, 2020. Within days, Sue
found herself in charge of an Institute where
the CEO had just left to take on a job as interim
Small Business Commissioner (SBC), with
staff working from home, no-one in the office,
and the start of a global pandemic. It was, in
short, survival mode. Never one to be a rabbit
in the headlights, and later having her interim
appointment confirmed as a permanent role,
Sue immediately set about adapting to a new
working normal.
EXCITING FUTURE
Today, speaking to Sue, The Institute has made
further progress towards a new and exciting
future. The Values have been determined and
the Mission set: “We have to continue to grow
a sustainable membership,” Sue explains, “and
continue to modernise. Where we are known
“We have to
continue to grow
a sustainable
membership,
and continue to
modernise. Where
we are known
we are known
well, but we need
to be known by
more people and
organisations.
we are known well, but we need to be known by
more people and organisations.
“Reviewing what we offer by way of our
training and qualifications will certainly help,
ensuring they always lead and reflect the needs
of today and an ever-changing economy. It’s also
important that we develop our relationships not
only with individuals, but also organisations.”
Sue is also looking forward to the new office
move: “The Water Mill has served us well, but
we need to be in a new space and share in
the design of an office that better meets our
professional, physical and emotional needs.”
Now almost two years into her role, Sue
recognises the tough challenge ahead as the
country emerges from lockdown. But the odd
challenge here and there rarely fazes her. When
she was young, she rode horses, and had two
in particular – Minto and Charlie – with whom
she would occasionally compete: “I would leave
my home at 09:00 in the morning and not come
home till after it was dark,” she smiles. “And all
I had with me was my packed lunch and 10p in
my pocket to call home in an emergency.”
Brave | Curious | Resilient / www.cicm.com / January & February 2022 / PAGE 23