"If you enjoy with a fast-paced environment and enjoy learning by doing, then you’ll thrive here. If you’re good at what you do, people will notice - regardless of your title. That’s what makes the culture different, and what’s kept me here for over six years."

After starting his earlier career in finance and qualifying as an accountant, Andy found his stride in internal audit - drawn to the broad exposure of the role. Six years after joining THG, he now leads the risk, insurance and internal audit team, balancing structured approaches and pragmatism in one of the most cross-functional roles in the business. We spoke to Andy about his leadership journey and how to succeed in leading audit and risk in a high-growth environment.  

Can you walk us through your journey at THG so far?

I’ve been at THG for just over six years now. My role covers risk, insurance, and internal audit - essentially anything that falls under those three banners. The team itself is relatively small, especially when you consider the size and complexity of the business. But I think that’s a common theme across a lot of teams here - it’s very much an “all hands-on deck” type of environment. 

Despite being a small team, the scope of our work is broad. We get involved in everything that touches risk, internal audit, and insurance - plus plenty of ad hoc work that doesn’t neatly fall into a category, so our roles are definitely varied. 

What drove you to pursue a career in risk and internal audit? And what’s your favourite thing about your role? 

Like most people, I sort of fell into it. My background is in finance; I’m an accountant by trade. But if you ask most accountants why they got into accounting, they’ll probably say they fell into it. It’s not usually a childhood ambition! 

When you finish university and want to get into business, accounting is a natural starting point. And then, once you qualify, you tend to go in one of three directions: group reporting, commercial finance, or audit. I went down the audit route. 

Over time, I moved away from just the financial side and was exposed to broader operational internal audit engagements. That’s what I enjoy most - the variety. In audit, especially internal audit, you get to see everything across the business. It’s a bit of a “jack-of-all-trades” role, which comes with challenges, but also gives you a broad skill set. 
 

Has your remit expanded since becoming a director?  
 

As you progress, I think you naturally move away from the day-to-day “doing” and more into oversight - which means you’re seeing more, but in less detail. That broadens your view even more, but it also means you must let go of knowing every last detail, which can feel a bit strange at first. 
 

In terms of structure, I have five people in my team - four across internal audit and risk, and one in insurance. So, it’s not a big team by any means, but we try to operate with a flat structure. Too much hierarchy just slows things down. In our team, seniority is more about experience than rigid reporting lines. I work just as closely with a graduate who joined last year as I do with our senior manager. 
 

THG is known for being fast-paced and offering opportunities early on. Have you seen that play out in your experience here? 

Definitely. I was quite lucky when I joined - the role I wanted existed at a company I already knew as a customer. But I’d say THG is very meritocratic. If you’re good at what you do, you’ll be given chances to show it, regardless of your title or how long you’ve been here. You’re in meetings with people at all levels, and that is the norm. 

 
In our team, if someone is capable, I’ll involve them in the work.  I don’t think hierarchy should hold people back. If you’re good, people naturally come to you. That’s where trust and responsibility grow from. 

What does a typical day or project look like for you and your team? 

Our role is ultimately to be the eyes and ears of the Audit Committee and the Risk Committee.  

We create an annual internal audit and risk plan, which includes around 20 to 30 reviews or engagements each year. These projects drive most of our day-to-day work. They’re usually project-based rather than transactional, and we’re constantly working with different teams across the business. 

At a high-level, our approach remains consistent, whether we’re reviewing NPD, treasury, or any other function. It’s about understanding where risks lie and whether controls are working properly. 

What advice would you give to someone aspiring to become a leader in your field? 

This is always a tough question, and I’m not even sure my answer is specific to leadership roles - I think it applies more broadly. But for me, one of the most underrated traits is simply being organised and planning well. 
 

I am very structured in how I work. I’m not obsessive, but I do make sure I plan things properly. And honestly, I think that’s half the battle. If something needs doing, I work backwards from the deadline, break it down into steps, and prioritise accordingly. It’s surprising how many people don’t take that approach. 
 

If you’d seen me 10 years ago when I was studying for my accounting qualifications, I wasn’t the obvious leader type. I wasn’t the person who naturally stood out or commanded the room. But I was consistent, and I delivered what needed to be done. That reliability builds over time. 
 

In my role, being methodical really matters. You don’t need to be the most creative person, and you don’t always need the biggest ideas. If you’re someone who can plan, prioritise, and execute consistently - you’re already a long way there. You can’t really go too far wrong with that approach. 

What’s the biggest takeaway from your journey at THG so far? 

I’d say it’s about being adaptable and making the most of the opportunities that come your way. THG moves fast - which can be overwhelming at times - but it also means you get to step into roles and projects that you might not get elsewhere so early in your career. 
 

If you enjoy with a fast-paced environment and enjoy learning by doing, then you’ll thrive here. And if you’re good at what you do, people will notice - regardless of your title. That’s what makes the culture different, and what’s kept me here for over six years.