Q&A with Abby Nottingham: a career empowered by opportunity, inclusivity and flexibility

Abby Nottingham is Head of Finance for Macquarie’s Commodities and Global Markets business in EMEA and has been with the organisation for almost 18 years.

Beginning her career in Sydney, and now based in London, Abby manages a team of over 40 people across Europe. Here, Abby speaks about how she’s shaped her career in finance and how an inclusive and flexible workplace empowers people to succeed.

What does a typical day look like for you?

I am lucky enough not to have a ‘typical’ day, which is one of the reasons why I really like my job.

I work in Macquarie’s Financial Management Group which is responsible for the integrity and accuracy of our financial records, ensuring we meet the requirements of our shareholders, regulators, investors and businesses.

As Head of Finance for the Commodities and Global Markets business in EMEA, I have plenty of variety in my role. My team of over 40 across London and Dublin provides financial management support to the businesses which offer capital and financing, risk management, market access, physical execution and logistics solutions to its diverse client base across Commodities including agricultural, power, emissions, metals and critical minerals sectors, Financial Markets and Asset Finance.

Beyond these responsibilities, I like to spend time thinking about how we can drive even greater diversity, equity and inclusion at Macquarie. I was an early member of the Pride employee network group here in London and am still involved with the activities that it runs to promote LGBTQ+ inclusivity.

What has your experience been like, working at Macquarie?

Our work is often fast paced, so juggling priorities can be a challenge from time to time - but for me, it keeps things exciting. It’s important to stay nimble and flexible, so I can keep learning and building my skills and those of my team.

One of the reasons I have stayed with Macquarie for nearly two decades is because I’ve had the chance to take on many different roles – which is both common and encouraged. Another reason is because I have the privilege of working with people not only from different teams in different locations, but who are representative of the communities in which we live and work, which brings different and balanced perspectives and the opportunity to do new and exciting things.

How is Macquarie shaping a workforce that is increasingly reflective of all aspects of diversity and intersectionality?

The culture at Macquarie is very inclusive, and everyone is empowered to bring their whole selves to work. It’s something we focus on through Pride and all our employee network groups, and that permeates the organisation.

Making sure individuals feel they can be at their best is an essential first step. Teams and leaders place great importance on creating psychologically safe spaces - which on a practical level, means everyone is encouraged to speak up and listen, and to learn from mistakes. It also means hiring from diverse talent pools – and this is how diversity of thought can thrive.

I also see an emphasis on role modelling and working toward more diverse leadership teams as an equally important aspect. I’ve had some amazing role models and sponsors throughout my career with Macquarie.

I’ve been made to feel included and have a real sense of belonging - which makes me a happier, more driven and more productive person.

How does your team support you to manage your work and life priorities?

I have a wonderful team who I am very privileged to work with. We have an open dialogue around our work and personal priorities.

I moved to Brighton last year, and so usually work from home two days a week which helps me to manage my personal and professional commitments. When I can, I save the work that I need to focus on independently for my days at home, and when I’m in the office, I spend more time collaborating with my team and meeting with stakeholders.

In my experience people are really understanding of other’s commitments. My managers have put a focus on outputs rather than inputs, meaning that I can be flexible in how I perform my role and I can be empowered, and empower others, to do that in the way that suits me and them and meets business needs.

As a leader, being loud and visible about this helps to create those safe spaces for others to do the same.