Finance operations director

Hired five
times to make
quarter
end boring.

Hired five
times to make
quarter
end boring.

Claire Hollis

17 years in retail banking, fintech, and growth-stage financial services:

Started at 22 as a finance operations analyst at a regional mutual. Learned there that reliable numbers depend on clear ownership long before they reach the boardroom. Moved through several finance roles working directly with the teams she reported on, then into finance operations before joining Kora Capital. The path was not a straight line: a redundancy, a return from parental leave into a restructure, and more than one role applied for before it felt within reach. Today, director of a 42-person finance operations team across three UK business units.

The weekly work is practical: review close risks, challenge forecasts, make controls easier to follow, help managers take clearer decisions, and fix systems that create avoidable manual work. Outside work, usually walking one of Manchester’s canals, calling my sister on Sunday, or mentoring first-time finance leaders. At home, my partner and daughter, and a notebook that still fills with questions overheard in budget meetings.

Credentials

BA Business & Management · Manchester Metropolitan

CMI Level 7 · Strategic Management

Lean Six Sigma Green Belt

Strategic Finance Leadership · Cranfield Executive Development

Recognitions

Operations Exchange North
Speaker

2026

Northern CX Awards
Guest Judge

2025

First Monday Managers
Mentor

2024–26

Cranfield Women in Leadership
Programme Fellow

2024

Back to the Floor
Volunteer Lead

2023–26

Philosophy

Leadership is borrowed trust.

My job is to make the goal clear, take the friction out of the way, and help people do work they can be proud of. Teams that know the goal and own their numbers move faster than teams that get chased.

Ways of working

Three principles, used in five companies

OWNERSHIP

01/3

Every number has one name against it. If nobody owns a figure, the meeting turns into a debate. Decisions stop waiting for the next meeting.

The Flatiron building in Toronto, Ontario, surrounded by modern skyscrapers on a snowy day

Control

02/3

Keep the checks that catch real problems. Drop the meetings that only fill a calendar slot. Managers get their week back.

flatiron building with motion-blurred traffic

RHYTHM

03/3

Pick a rhythm the team can repeat every month. A steady five days beats a heroic three that breaks people by March. The monthly deadline stops being a crisis.

aerial view photography of group of people walking on gray and white pedestrian lane

OWNERSHIP

01/3

Every number has one name against it. If nobody owns a figure, the meeting turns into a debate. Decisions stop waiting for the next meeting.

The Flatiron building in Toronto, Ontario, surrounded by modern skyscrapers on a snowy day

Control

02/3

Keep the checks that catch real problems. Drop the meetings that only fill a calendar slot. Managers get their week back.

flatiron building with motion-blurred traffic

RHYTHM

03/3

Pick a rhythm the team can repeat every month. A steady five days beats a heroic three that breaks people by March. The monthly deadline stops being a crisis.

aerial view photography of group of people walking on gray and white pedestrian lane

BEYOND THE DAY JOB

BEYOND THE DAY JOB

Leadership doesn’t stop at the org chart.

Leadership doesn’t stop at the org chart.

Mentoring

Volunteer Coach

First Monday Managers

A quarterly peer circle where first-time managers bring the conversations nobody prepared them for: feedback, confidence, boundaries, and asking for help early.

Community

Programme Lead

Back to the Floor

A volunteer programme helping local sixth-form students understand how finance, risk, operations, and commercial teams fit together inside a growing business.

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