Tony Convery Finance Director at Clarke Facades comments on the growth of the company and all things finance.

 Tony, as Finance Director at Clarke Facades tell us a little about your typical working week.

The main focus in my role is implementing and monitoring the strategic plans of the company from a financial and business perspective.

A typical working week would include; meetings with fellow directors, stand up meetings with the Finance team, continuous contact with our Commercial team as we monitor current project performance and plan for future projects, and liaising with internal and external stakeholders, including the bank, auditors, suppliers, clients, government agencies.

 

How long have you worked for Clarke Facades? Has there been much change since you started?

I’ve now worked at Clarke Facades for 3 ½ years.  In this short space of time, there have been some major changes, but thankfully we have been able to maintain and grow the ethos and family atmosphere that helped to bring the company success in its first 20 years!

We have gradually increased our service offering. We are now firmly a building envelope specialist and can offer bespoke pre-tender advice, design, fabrication and management to our clients.  We are now trusted partners, rather than just another subcontractor.

We have also added to our team, bringing in a mixture of industry experience and university graduates.  This has greatly complimented our existing team.

We recently moved premises to a more collaborative office space, helping our company culture and communication to flourish. We have also added our fabrication facility, giving us another added service offering and level of control around our supply chain.

 

With the year on year growth of Clarke Facades, what is the biggest challenge from a finance perspective?

Like any other growing business it is important that we keep control of our financial processes to ensure that we are giving the company the resources it needs to be successful both in the short term and long term.

Short term processes include managing cashflows, controlling budgets and measuring project performance. Longer term processes tend to follow from our corporate strategy and would include projecting future turnover streams, capital expenditure and initiatives relating to our company growth and development.

Internally, we are trying to make finance a living, breathing part of the company. We use quantitative and qualitative measures to demonstrate to our employees the financial and business impact of how they do their job and how this contributes to our overall success.

 

To finish, how would you describe Clarke Facades?

We want to challenge the industry norms in Construction. We want to look at things in a different way and use the team that we have to continually strive to do things better. But most of all, our team enjoys what we do. We like to bring to life a client’s brief or an architect’s vision. ‘Bringing change to the face of Construction’