Few finance leaders have successfully spanned the worlds of media, consultancy, and global finance with the same adaptability as Chris Waters. From early career foundations at Ernst & Young to leadership roles at Sony Music, Omnicom, and Ogilvy, Chris has built a career defined by bold transitions, strategic decision-making, and resilience in the face of change.
With experience managing financial operations across multinational corporations and high-growth SMEs, Chris understands the complexities of scaling businesses, navigating global expansion, and steering organisations through transformation. Now leading finance for a pharmaceutical consultancy with a global footprint, he continues to shape financial strategy, operational excellence, and international market growth.
In this conversation, Chris shares key lessons from his career—insights into leadership, the realities of transitioning from large corporations to SMEs, and what it takes to thrive as a CFO in today’s evolving business landscape.
Chris’s journey began at Ernst & Young, where he specialised in technology, communications, and entertainment. However, it was his move to Sony Music that defined the early phase of his career. Immersed in the fast-paced music industry, Chris gained invaluable experience working with non-finance professionals in a creative environment.
“At Sony, I learned how to deal with non-finance people who didn’t care about finance,” Chris reflects. “Marketing and A&R teams saw finance as a barrier. It taught me to be adaptable, to speak their language, and to add value where it mattered most.”
This foundation in communication and collaboration set the stage for Chris’s subsequent roles in digital agencies and advertising, where he honed his skills in managing people, projects, and financial strategy.
Chris’s transition to finance leadership was deliberate and strategic. From financial controller roles at Aegis and Omnicom to his first finance director position at Manning Gottlieb OMD, he built a career that balanced financial rigour with commercial acumen.
“The hardest step was breaking through the glass ceiling from financial controller to finance director,” Chris explains. “It’s a leap of faith for employers to take a chance on you for your first FD role. For me, it came down to proving myself internally and seizing opportunities as they arose.”
At Omnicom, Chris gained exposure to group-level strategy, managing pan-European pitches and working across diverse cultures. These experiences prepared him for the complexities of managing large-scale operations and navigating international markets.
Not every chapter in Chris’s career has been smooth. His move to Ogilvy as CFO presented unforeseen challenges, including leadership turnover and organisational restructuring. Despite these hurdles, Chris emerged with valuable lessons.
“Research the culture of any organisation you’re joining,” Chris advises. “At Ogilvy, I walked into a political minefield. The experience was a real confidence knock, but it taught me resilience and the importance of a strong network.”
Leveraging his network, Chris quickly rebounded, joining Bow and Arrow, a consultancy where he embraced the opportunities and challenges of SME leadership.
For Chris, the shift from corporate giants to SMEs was transformative. At Bow and Arrow, he led the company’s sale to Accenture, gaining first-hand experience in due diligence and integration.
“The freedom and scope of SME leadership are unmatched,” Chris says. “You’re involved in everything – cash flow, HR, IT, even opening offices in new countries. It’s an incredible learning curve that you rarely get in larger organisations.”
This breadth of responsibility carried over to his current role in a pharmaceutical consultancy, where Chris has overseen global expansions into Germany, China, and the US.
Chris’s experiences offer valuable lessons for companies eyeing international markets.
“In China, the bureaucracy is labyrinthine. You need local partners to navigate regulations and access banks,” Chris explains. “In the US, the costs are significantly higher – salaries can be 40% more than in the UK, with additional healthcare expenses. And if you’re not a recognised name, attracting talent is a huge challenge.”
Despite these barriers, Chris sees global expansion as essential for growth, noting that a strong presence in both Europe and the US can significantly enhance a company’s attractiveness to potential acquirers.
Reflecting on his own career, Chris emphasises the importance of professional qualifications and continuous learning.
“My advice to anyone starting out is to get qualified. It opens doors and creates opportunities,” he says. “Early in your career, you’ll likely begin in structured environments where roles and responsibilities are well-defined – perhaps in a larger organisation or a specific function. This helps build your technical foundation and confidence. But when you move into an SME, everything changes. In an SME, you’re often required to wear multiple hats and take ownership of tasks that may fall well outside a traditional job description. There’s no one else to fall back on, so you’re forced to adapt quickly and problem-solve on the fly. That responsibility accelerates your growth and prepares you for leadership.”
As Chris plans for 2025, he remains cautiously optimistic. “Markets are stabilising, and we’re seeing growth in the US. But it’s a time for measured investment and diversification,” he says. He emphasises the importance of balancing calculated risk with long-term vision, particularly as organisations navigate economic uncertainty.
Chris Waters’s story serves as a compelling guide for aspiring CFOs and finance professionals. His career is a testament to the value of resilience, adaptability, and the willingness to embrace both challenges and opportunities. As the global business landscape continues to evolve, Chris’s insights offer an inspiring roadmap for navigating leadership in an increasingly complex world.
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