Meet Our Team — The Art of Financial Leadership | Meet Alchemy’s CFO, Marco

The CFO, the backbone of any business and the critical number cruncher that keeps business tracking well.

We are very lucky to have a highly experienced pair of hands in Marco Marrone.

We are very lucky to have a highly experienced pair of hands in Marco Marrone. With many years under his belt, Marco’s measured, detailed and consistent approach has been a huge win for Alchemy and he is a much admired and respected member of our team.⁠

⁠We wanted to catch-up with Marco and drill down on just what it takes to make it in the world of finance, as well as what the critical parts of the role are. ⁠

⁠How did you decide on a career in finance? Tell us a bit about your history…

Only after I was sure I’d never have a sporting career…I then needed to think about what I’d do for a real job. During school I enjoyed working with numbers and was also interested in making money! I thought a career in accounting would expose me to those things that I enjoyed and was good at.

What makes you passionate about this area of work?

I believe financial security, both for every individual and any business, is very important. I’m passionate because what I do is relevant to everyone. I most enjoy taking complex issues or problems and being able to explain the issue and possible solutions in a simple manner.

What would people be surprised to learn about in your role as a CFO? What wouldn’t they expect?

Most probably that quite often the role of a CFO is not just about numbers. First example being that IT systems and technology play a huge role in the finance function, against which security and efficiency issues need to be managed and/or optimised. Another being that a significant part of the CFO role is management and strategy related. Often, the CFO is the only person, other than CEO, to have touch-points across all levels of a business and therefore, can exert significant influence which requires people management skills and big picture strategic thinking.

There are a few myths about people in finance – are they really control freaks? What does it take to make it in the world of finance?

Ha! Well I don’t think we’re control freaks but there is absolutely a necessity for attention to detail. To me, this involves having a true understanding of accounting fundamentals such that you know how to verify the financials are correct. After that, reporting an often overload of information in a clear and simple manner that highlights the key KPI impacting performance.

What advice would you like to have been given when you became a CFO?

Through my past accounting career I’ve worked with many very successful, intelligent and hardworking people. I’ve been lucky they have shared some wisdom with me and I’ve also learnt a lot from the example they’ve set. Most importantly, this includes a strong work ethic and a mindset of continual improvement. Over a long career, getting a little bit better each day really adds up over weeks, months and years.

“Quite often the role of a CFO is not just about numbers. First example being that IT systems and technology play a huge role in the finance function against which security and efficiency issues need to be managed and/or optimised.”

Controlling the numbers in a company is also about people understanding their role in that process – there are many balls in the air. How do you think this is most effectively achieved? What are the critical parts to get right?

Absolutely correct. The CFO and finance team are only one part of the broader finance function of the business. There are many touch-points and many people involved, all reliant on one another to ensure the process runs smoothly. The critical parts to get right are firstly to analyse the process to ensure it’s as efficient and automated as possible. Thereafter, I’ve found what works best is educating everyone as to the entire process, where their particular role fits and how each function can be interdependent on the other. This then highlights how the entire process can be impacted if any one person or department doesn’t fulfil their obligations.

What are you excited about in your future with Alchemy?

I’m excited about the growth potential of the business and the role I could potentially play in that expansion. I really believe there’s a great brand that can be leveraged into other business opportunities and other sectors of the construction industry.

What is your building of impact?

My building of impact is the Eiffel Tower. The way it dominates the skyline of Paris – its architecture and even the history of it being originally intended to be a temporary construction.