A Journey to Finance Leadership: Jade Briaux on Ambition, Leadership, and Transforming a Global Organisation.

For Jade Briaux, Finance Director at Experian, the road to leadership has been defined by determination, adaptability, and an unrelenting drive to grow. Her story is one of purpose and perseverance, shaped by strategic career choices and a passion for redefining the role of finance in modern organisations.

We spoke with Jade to explore her career journey, her approach to leadership, and her vision for the evolving role of finance in today’s complex business environment.

“I spent the first ten years of my career playing career bingo,” Jade laughs, describing her strategic approach to career development. But beneath the humour lies a serious intent. “I didn’t just move from role to role by chance. Every position I took was deliberate—designed to build the skills and experiences I’d need to become a CFO.”

Jade’s early career saw her work across France, Benelux, and global roles, with responsibilities spanning accounting, controlling, FP&A, and business partnering. “I wanted to show that I could lead across different functions, markets, and scales—from regional roles to global oversight. It wasn’t about ticking boxes; it was about laying the groundwork for a career where I could confidently step into any challenge.”

This strategic mindset has been pivotal in shaping her trajectory. “It’s not just about knowing the numbers,” she explains. “It’s about understanding how every part of a business works—and how finance can drive better outcomes across all of them.”

Redefining Finance’s Role in Business

“Finance should be a driver of decisions, not just a reporter of results.”

When Jade joined Experian’s UK team, one statistic jumped out at her: finance partners should spend more time engaging directly with the business. “Finance shouldn’t be a reactive function that just crunches numbers. We need to be proactive thought leaders—going into the business, identifying opportunities, and driving real change,” she says.

To achieve this, Jade has been transforming how her team operates. By automating routine tasks and leveraging Experian’s shared service centres, she’s freeing up her team’s capacity to focus on business partnering. “My goal is for the team to spend 60-80% of their time working directly with the business,” she says. “The tools and technology can handle the repetitive work. What we bring to the table is insight, advice, and value.”

For Jade, this shift is about more than efficiency—it’s about redefining what finance means within an organisation. “Finance should be a driver of decisions, not just a reporter of results.”

Challenges Leading Transformation in a Global Organisation

In 2020, Experian set out to streamline systems to create a single version of the truth. But for an organisation as large and complex as Experian—with its history of mergers and acquisitions—this was no small task.

“When you’ve inherited multiple systems, transformation is about more than technology,” Jade explains. “It’s about navigating complexity, understanding legacy structures, and bringing people along for the journey.”

She’s candid about the challenges. “Sometimes, even in a company like Experian, we’re reminded of the fact that no transformation is ever truly finished—but we’re making huge strides.”

Looking ahead, Jade sees opportunities to harness AI and advanced analytics—but only with a solid foundation in place. “You can’t unlock the potential of AI by just adopting new tools. Your data need to be clean in order to make accurate predictions. It’s about building a mindset that values accuracy, clarity, and strategic thinking.”

The Evolving Role of the CFO

Jade is clear that the role of finance leaders has changed dramatically. “The CFO today isn’t just a finance leader—they’re a co-pilot to the CEO,” she explains. “It’s not just about managing the numbers. They’re expected to be commercial and strategic partners, deeply involved in shaping the direction of the business.”

This shift, she notes, requires more than technical expertise. “Soft skills are just as important—whether it’s executive presence, clear communication, or the ability to navigate ambiguity. You need to be comfortable with the grey areas. Finance isn’t black and white anymore—it’s about connecting the dots and finding meaning in complexity.”

Fostering Collaboration and Developing Talent

Having worked across multiple regions, Jade understands the importance of building cohesive, collaborative teams—especially in culturally diverse environments. Her leadership style is rooted in collective responsibility. “I try to bring as many people into the process as possible,” she says.

“When everyone feels accountable, you get better outcomes.”

This philosophy extends to talent development, which is a cornerstone of Experian’s finance function. “We have programmes at every level—from graduates to executive leadership training,” she shares. “It’s not just about upskilling. It’s about giving people a sense of purpose and ownership in what they do.”

Managing Complexity in an Uncertain World

In today’s volatile environment, forecasting is a challenge for every business. “The past five years have been a perfect storm of disruption for many businesses,” Jade says. “Rising costs, political uncertainty, shifting consumer behaviours—it all adds up. Despite the challenging environment, Experian has thrived through collaboration and strategic thinking. We’ve expanded our product offerings, entered new markets, and partnered with fintech companies to develop innovative solutions. Our investment in AI and machine learning has also enhanced our ability to provide precise and actionable insights to our clients.”

The Finance function has played a significant role in this success. Experian encourages teams to drive strategic initiatives, ensuring the company remains agile and responsive to market changes. Rather than constant number-crunching, they have begun trialling non-forecast months in the UK. “It’s still a pilot, but we’re starting to see the benefits” Jade says. “By forecasting less frequently, we’re spending more time on the things that truly matter.”

Conclusion

Jade Briaux’s journey is a testament to the power of determination, adaptability, and strategic thinking. From her deliberate approach to career development to her leadership in transforming aspects of Experian’s finance function, she exemplifies what it means to lead with purpose.

As Jade herself puts it: “Finance isn’t just about numbers—it’s about creating value, driving change, and making an impact.”

About the Author

Henry Turner brings extensive experience in recruiting for finance roles across Technology, Fintech, and Retail. His expertise includes placing Finance Directors, Group Financial Controllers, Financial Analysts, and Finance Managers. Henry has overseen mandates ranging from financial restructuring and governance improvements to profitability analysis and process optimisation, ensuring businesses secure the right talent to meet their evolving financial needs.