All aboard!

The ICAS EDI strategy for 2024-2027 focuses on three key themes: social mobility, equality and wellbeing. By attracting diverse talent, promoting gender and race equality, and valuing unique styles of thinking, communicating and working, ICAS is committed to creating a fair and inclusive profession. A diverse membership is essential to this mission, as we can see from our four CAs here. Each of them brings experience and a passion that upholds standards and drives innovation.

Arjan Bains CA
Growth and Operations Manager, Deal Advisory, KPMG

Arjan Bains CA’s story is one of resilience, reflection and a deep understanding of the nuanced facets of empathy. His work on the ICAS EDI Committee highlights the transformative power of inclusion.

Bains joined KPMG straight out of college in 2016, enrolling at Birmingham University. There he pursued a sponsored degree in accounting and finance while simultaneously working for KPMG in its financial audit practice, later staying with the Big Four firm for his CA training.

After qualifying, Bains pivoted to KPMG’s ESG consulting practice. Bains describes himself as “thriving” in the often dynamic start-up advisory environment. In his day job, he delivered extensive strategy work to a number of clients. Outside work, he represented KPMG at the global One Young World summit in 2022, speaking to 3,000 young leaders about ethical leadership, and was a guest speaker at the London School of Economics, discussing his personal story of adversity.

Keen to continue learning, Bains also undertook a sponsored sustainability leadership course at the Cambridge Institute for Sustainability Leadership. After a pivotal conversation with KPMG’s EMA Head of Infrastructure, Bains took on a new role as Manager, Deal Advisory, Growth and Operations, in the highly successful major projects advisory division. 

Beyond professional roles, Bains is a passionate advocate for diversity and inclusion. As an Asian with a number of atypical differences, he identifies as “a minority within a minority within a minority ”, and emphasises the importance of appreciating the person.

“Society is a lot more open to difference now, and ‘difference’ is the key word here” he says. “We all have unique identities, challenges and our own stories to tell. Generalising people under categories is easier for us, but it’s really the nuance that matters. See the individual, not the labels.”

Bains believes his diversity, which is continually emerging, helps him bring unique perspectives to the conversation. “It shapes us, even those things that take time for us to acknowledge give us form,” he says.

“Generalising people under categories is easier for us, but it’s really the nuance that matters. See the individual, not the labels”

Bains’ journey has not been without personal challenges, shaping his perspective and resilience – and it fuels his commitment to inclusion. “‘Don’t judge a book by its cover’ is an often-preached but lesser-followed saying that I’ve reflected on for some time,” he says. “In some ways I feel immensely fortunate as my own challenges help me empathise with others, and I try to contextualise how important things really are when I can.”

Bains’ involvement with the EDI Committee underscores his dedication to inclusion. “If people feel they don’t belong, a primal need for connection isn’t being met,” he says. “Addressing this can have incalculable benefits for individuals and those around them, and if I can do one thing that helps someone else in life, what better way to spend my time.”

And there are professional advantages to greater involvement, too, he says: “Joining a board broadens our expertise beyond traditional technical knowledge, providing a deeper understanding of business operations and strategy. We are humans, and our ability to appreciate the human layers of our decisions improves analysis and judgement when faced with complex scenarios. This isn’t just better business, it’s a systemic way of thinking to bring about the change we need to tackle the ‘wicked, interconnected’ problems in our world.

“So board service is a unique opportunity to gain a lens, a training course and a position on decisions that can have a tangible impact on others. It’s a privilege to be involved and I’m better for it.”

Tracey Rob Perera CA
Fractional CFO/COO

In 2020, Tracey Rob Perera CA made history by becoming the first female Chair of the EDI Committee at ICAS. Her appointment marked a significant milestone in the journey towards a more inclusive and representative professional body. Rob Perera’s multifaceted heritage and extensive experience of diversity issues position her uniquely to lead this transformative effort.

Born and raised in east London, Rob Perera grew up helping with her parents’ travel business and took a Saturday job at an insurance broker, aged 16, handling claims and finance. “I realised I was interested in finance and how business works,” she recalls.

This interest led Rob Perera to study accounting and finance at Leeds University where, before her final year, she secured a graduate scheme position at KPMG. Her career trajectory took an unexpected turn when she was selected to trial the CA qualification for KPMG  London.

Over a 22-year tenure at KPMG, Rob Perera worked in audit and transaction services, serving a range of clients from private-equity-owned businesses to FTSE 100 companies. She spearheaded various transformation projects, including the establishment of KPMG UK’s first sustainability arm in 2010 and conducted growth strategy assessments in its France, the Netherlands and India practices.

In 2018, she led KPMG UK’s Brexit preparations, which were later used for the firm’s Covid-19 lockdown operations. For the past four years, she has been focused on providing finance and operational support for tech scale-ups.

Rob Perera’s personal experiences with diversity profoundly shape her approach to her role as Chair of the EDI Committee. “As an Asian woman often perceived as black and experiencing related prejudice, a Catholic, part of a minority within the Asian community, and someone who has faced temporary disability following a serious skiing accident, I understand the complexities and intersections of various forms of diversity,” she says.

“By working towards common goals rather than individual agendas, professionals can create more inclusive and effective teams”

Rob Perera is also a member of the ICAS Council and the Audit and Risk Committee. She believes that boards and committees should mirror the diverse market the business serves.

“Diverse representation is crucial for inspiring the next generation,” she says. “There was a distinct lack of female role models in senior leadership positions during my early career, and this still needs improvement in the business and tech world.”

And she encourages everyone to get involved, pointing to the professional and personal advantages of doing so. “Serving on a board provides an excellent opportunity to hone strategy, decision-making and influencing skills to drive growth.

“Moreover, serving on a board can enhance your professional reputation, demonstrating expertise and commitment to the profession. Lastly, it exposes you to the big-picture view of businesses that you can take back to your executive job. You can get a lot back – as long as you are active and speak up.”

Rob Perera believes in leading by example. “CAs can influence culture because of the fortunate roles we hold,” she emphasises. “By working towards common goals rather than individual agendas, professionals can create more inclusive and effective teams and become active change leaders.”

Rahul Handa CA
Client Commercial Lead, Dentsu

Rahul Handa CA comes from a family rooted in the medical field, so his interest in finance is something of a departure from the norm. He attributes his career choice to the guidance of an exceptional mentor he met during a work experience stint at a stockbroking firm while still in school. This early exposure led to further experiences at Deloitte and KPMG, solidifying his decision to pursue the CA qualification.

“I chose to become a CA because of the rigorous training in business – not just accounting – and the recognition the designation offers,” he explains. “The ICAS route has a reputation for excellence and a comprehensive programme blending practical experience with theoretical knowledge. To me, it’s like an accounting qualification with an MBA combined.”

Handa began his career with Arthur Andersen in audit and corporate finance, where he played a pivotal role in establishing its first Scottish deal origination group for private equity and venture capital transactions. This set the stage for his future roles.

“Diversity drives innovation, enhances problem-solving and better represents the membership”

His career trajectory includes significant positions at Xchanging, a global outsourcing company, where he led the commercial finance department in Europe and the US, managing contracts worth in excess of $1.4bn (£1.1bn) annually. At Inframark, a private-equity buyout from Severn Trent, Handa served as Group Head of Commercial and VP Finance of Contract Operations, driving performance improvement and value creation.

At Dentsu, his role as Client Commercial Lead involves overseeing commercial strategies, client engagements and financial performance across integrated marketing solutions for high-profile clients. This position allows him to use his extensive experience in finance and commercial leadership in a dynamic and innovative industry, particularly in analytics and AI.

But Handa’s dedication to his profession extends beyond his own career. He joined the ICAS Members Board as a means to give back and help ensure ICAS remains relevant and valuable, especially for its international members. “Serving on the board allows me to contribute to ICAS, ensuring that it continues to support its members effectively,” he says.

His board role involves participating in decision-making processes, providing feedback on engagement strategies and development, and promoting the values and standards of the profession. “It’s a rewarding experience to collaborate with other members and contribute to initiatives,” he notes.

Handa emphasises the importance of ICAS having a diverse range of perspectives on its boards, committees and panels. “Diversity drives innovation, enhances problem-solving and better represents the membership,” he explains. “It fosters a more inclusive environment where all members feel valued and heard.”

For ICAS members considering joining a board or panel, Handa offers strong encouragement: “It’s an excellent opportunity to contribute to the profession, expand your network and develop new skills.”

Nikul Shah CA
CEO, Fit Exec Life

Nikul Shah CA draws his determination and work ethic from the rich history and tenacity of his family. “I get my inspiration and my drive from my parents and grandparents,” he says, reflecting on his roots. His journey is deeply intertwined with the experiences of his family, who, like tens of thousands of other Indians, were enticed to east Africa in the mid-20th century. “My grandparents left their home in Gujarat as teenagers and embarked on a six-week journey to Kenya,” he says.

Shah’s parents were born in Kenya and faced a significant dilemma when the country gained independence from Britain in 1963. “They had to choose between acquiring Kenyan citizenship and surrendering their British passports or leaving the country,” he explains. This choice led them to move to London, where Shah was born. The resilience and adaptability displayed by his grandparents and parents laid a solid foundation for Shah’s own ambitions. “It shows the tenacity they had to make new lives in two different continents,” Shah remarks. 

Influenced by his father’s advice, Shah knew from a young age that he wanted to pursue a career in finance. He recalls, “I remember my dad saying one day as we were playing Monopoly: ‘If you become a CA, no one can fool you in business.’” This advice shaped Shah’s career path, leading him to study accounting and finance at the London School of Economics. He later trained with EY, where he completed his CA qualification.

“Boards and panels often require members to take on leadership roles, which helps you to develop your skills further”

Shah’s experience at EY, where he worked for four years, provided him with essential financial literacy and a robust understanding of business operations. "The CA set me up, if I’m honest,” he says. “Financial literacy was needed in order to work for someone else but also when working for myself as well.”

This foundation was crucial for his subsequent roles, particularly when he joined Lonrho. “The role at Lonrho, an African investment company buying, restructuring and selling companies, allowed me to travel to some amazing places including Kenya – the land my parents had left for better opportunities in London,” he reminisces.

In 2018, Shah returned to the UK with an entrepreneurial itch to scratch. “I set up a property management company, which was wiped out by Covid,” he shares. Undeterred, he pivoted to coaching in 2021. Over the past three and a half years, he has focused on online performance coaching for male executives, particularly addressing their physical and mental wellbeing.

Shah’s coaching philosophy is deeply influenced by his diverse experiences, ranging from leading a business transformation as CEO in east Africa to his own body transformation, where he successfully lost 24kg in seven months.

Shah’s journey has also seen him reconnect with ICAS. “I joined the London Area Network in November 2023,” he notes. “Despite being a part of ICAS for years, it wasn’t until recently that I felt truly integrated into the community. Suddenly I’ve found new ways to connect with my peers. Boards and panels often require members to take on leadership roles, too, which helps you to develop your skills further and facilitates involvement in discussions and decision-making processes.”

Shah is committed to using his experiences to help the next generation succeed, emphasising the importance of health and wellbeing alongside professional achievements. “It’s about doing the best we can to help the next generation succeed – that’s what I like to think I do.”

Learn more about ICAS boards and committees and the opportunities to get involved