My becoming CEO of ICAS came out of the blue. After 30 years at PwC I felt I had earned a career break, and leading ICAS was not on my agenda. But sometimes you just have to follow your nose.

My wife’s robust disapproval of my redesign of the kitchen layout hinted that being at home was not the answer, and I might need to fill my new spare time with something better suited to my talents. So the unforeseen opportunity to lead the next phase in the long history of ICAS was a powerful persuader.

At the interview process, I was encouraged to “tell it as you see it”, and I was delighted that it landed well with the audience, even if it proved challenging. In essence I described ICAS as a shiny car on the outside, but under the bonnet the engine was tired and worn. Heritage might get you a place on the grid, but it certainly doesn’t guarantee a pole position.

So the mission began. We had to redefine our purpose, our vision, then set out our stall for the ‘how’. I recalled the old phrase ‘culture eats strategy for breakfast’, and suddenly it felt very real. We couldn’t adapt without a change in mindset – strive to be as good as the firms we work with and support, give our students the best possible start to their careers, and feed off the great work our members were doing across the world.

There was a hint of the future under way when I walked in the door to see the ongoing implementation of a digital platform. That became the very foundation on which it all hinged. Being digital-first meant we could transform who we were and how we delivered and communicated – and that became a theme.

As the executive team evolved and redefined ICAS, we devised a new strapline that embraced our core heritage – “Ethical leadership since 1854”. We hit a few hurdles but in reality they simply encouraged our ambition.

We all have difficult memories of the pandemic period, but on a positive note it allowed us to pivot quickly and turn our foundational work into a digital reality. Our ability to be nimble, adapt at pace, be prepared to fail but ‘fail fast’, came to the fore and we never looked back.

Staying on track

Our Covid strategy prioritised keeping the students and their careers on track, and I am still proud and heartened today to say we were the only institute that did not postpone assessments.

Coming out of that period with the new team in place, and the strong support of Council, we embarked on implementing our 2030 strategy – a clear statement of ambition. It’s there to see. The roll-out of a new learning delivery model focused on giving students greater flexibility in how and when they learn, alongside a new syllabus embracing wider subject matters and choices, putting the members and firms at the heart of ICAS, and building strong relationships with regulators through open and transparent dialogue.

“The shiny car now has a first-class, rebuilt engine that can lead the field. It has a team forging ahead in design and delivery, and compliance specialists ensuring quality control”

It’s been a journey, and I hope I don’t sound a bit conceited when I say I couldn’t be prouder of the whole team. I must thank the many office bearers and Council members who have supported that journey. 

The shiny car now has a first-class, rebuilt engine that can lead the field, with a team forging ahead in design and delivery, and compliance specialists ensuring quality control. And most of all our members and students – the real face of ICAS. Thank you all for making ICAS what it is.

To stay at their best, all teams need to evolve and change the driver. As I put my Team ICAS hat on and retire to the stands, I will be the most avid fan of the next journey in our long and proud history. I will be shouting for our new driver, CEO Gail Boag, and listening out for that ICAS engine roar.

Read Gail Boag’s first column as CEO