Den is a Global FTSE100 CFO with extensive executive and non-executive board director experience. Joining Spirit Energy in May 2019 as Chief Financial Officer (CFO) and Executive Director, he has full responsibility for treasury, risk, Controllers Group, tax and the Business Unit finance managers. Den brings more than 30 years’ wide-ranging financial know-how to the role, including operational, commercial, commodity trading and technical experience.

Prior to Spirit Energy, Den was interim CFO at Drax Group Plc, where he launched a financial transformation program, designed a revised investor relations strategy and led a group-wide cost-efficiency programme. Before this he was CFO at the FTSE100 chemical company, Johnson Matthey, where he led a number of strategic projects – including the group-wide implementation of SAP and a refocusing of investor relations activities. He began his career within Citibank’s investment banking division; progressing into the role of Senior Manager Corporate Finance & Recovery before joining BG Group Plc. There, he traversed a number of different regional finance director positions, before being appointed as CFO.

During his tenure, he was involved in major corporate events including the acquisition of Queensland Curtis LNG, the signing of a multi-billion-dollar deal with Cheniere Energy and the divestiture of a major stake in Gujarat Gas Company.

Den is also a Senior Advisor for leading international strategy consultancy, McKinsey Company, where he informs and influences Boards on international assignments, advises on strategy and internal finance transformations, and provides guidance on capital allocation, governance and risk assessments.

 

A STRATEGIC ENABLER

 

Everything a company does has a number attached to it. In Finance, it’s our job to focus not just on what has been, but also to forecast what’s to come - enabling the business to make the right decisions in a timely fashion. I don’t believe in change for change’s sake, but just because something’s been done a certain way for many years, doesn’t mean we should keep doing it. I like to challenge the status quo because, ultimately, the company has a vision and we all have a pivotal role to play in delivering it.

 

 

BEFORE YOU SPEAK, LISTEN

 

As a leader, the ability to understand and manage your own emotions, as well as those of the people around you, is key. One thing I have learned is that you should never forget to listen to the quietest person in the room. I enjoy developing people; bringing them out of their shells, building their confidence and enabling them to achieve more than they think they are capable of.