First weeks on the job: Q&A with new Frontier CEO Andrew Polson
Two weeks into his role as CEO of Frontier Advisors, we catch up with Andrew Polson to find out how he's settling in and, though early days, any future plans he may have for the organisation. We also discuss Frontier's reputation for gender balance, Andrew's formative years in South Africa, and the advice he would give his younger self.
Two weeks into his role as CEO of Frontier Advisors, we catch up with Andrew Polson to find out how he's settling in and, though early days, any future plans he may have for the organisation. We also discuss Frontier's reputation for gender balance, Andrew's formative years in South Africa, and the advice he would give his younger self.
What have the first weeks been like in the new role?
My first two weeks as CEO have been great. As is always the case when one starts a new job in a new business, you have to operate like a sponge and try to absorb as much as you can. While challenging, these are such exciting times when one learns exponentially. The most striking things for me are appreciating the skills we have in the business, understanding the importance of our advice only model, getting to understand the great technology platform that we have built and seeing how that is resulting in strong momentum with our clients.
Have you set any goals that you can share for the first 12 months?
After two weeks it is a bit early to talk about any change to our current direction. For now, it is a business that has been very successful so I am simply making sure we maintain that momentum by supporting our clients with the services that they need and by continuing to invest in our people and technology. My team and I will be refreshing our strategy over the coming months which will present the opportunity to talk more about our future plans in due course.
As the new CEO of a company that has grown to 60 staff, do you have a strategy for good culture and cohesion of departments?
Again, it is a bit early to talk eloquently about this. I am spending my time meeting with cohorts of my staff in a systematic way to ensure that I build up a picture of what's important to them and how they are working together. We have also recently received our annual staff survey with pleasing results but also areas that we need to address. As is the case with all businesses, we need to continue to assess the way that we work together to make sure that our approach fits the current environment. In our case, we operate quite a heavily matrixed business. This model has enabled broad coverage, flexibility and cross skilling and has proved to be very successful. Our new Head of People, Margie Hill, will join the business on the 25th of June and she and I will then work with the leadership team and our board to develop our people strategy. In conjunction with that, we will implement any necessary changes to our operating model to better support our clients and our business.
Frontier has a great reputation for gender balance, with 37 per cent female investment staff. Why do you feel that the number is higher than in most other firms?
Frontier does have a great reputation when it comes to progressive gender balance. Previous management has obviously worked hard to ensure that we have developed the balance that we have today. In particular, Fiona's Trafford-Walker's stewardship of the business over many years, as well as the influence of our talented senior female leaders in the form of Kim Bowater, our Director of Consulting (and acting CEO prior to my arrival), Justine O'Connell and Karla Harman. That said, we have more work to do to modernize our policies and approach to ensure that our workplace at Frontier is seen as a progressive home for talented people in our industry who are committed to providing the best quality advice and services we can to our clients.
And a little about you Andrew...
What initially attracted you to the world of finance?
I have always had an interest in business and in people. A lot of my early interest was sparked by being exposed to my father's work and his work colleagues as a young person. As a consequence, my studies and my working career have taken me on a journey of working in financial services, in particular, wealth management, where my most gratifying experiences have come from delivering great client outcomes, building or improving businesses and dealing with talented people.
Who has been the greatest influence to you in life/career?
My father.
Where did you grow up, and what was it like?
I grew up in South Africa and emigrated to Australia in 1987, as a 14 year-old, with my parents and sister. I was very fortunate to have had an amazing set of childhood experiences growing up in Africa, including experiencing the wilderness. Equally, my family and I were more politically aware than most and I remain grateful to my parents that they chose to leave. Their decision was due to their significant distaste for the regime at the time, the consequences that they feared would ultimately result and their desire to ensure that my sister and I had more opportunities in the future than if we had stayed. Leaving our extended family, friends and starting again was difficult but was definitely the right decision and we are all grateful for the experiences and opportunities that we have had in Australia.
If you could go back in time and give one piece of advice to yourself at the start of your career, what would it be?
It would have been to have travelled and worked overseas.
