Skip to main content

ACCA appoints new Chief Executive - Helen Brand

Helen Brand has been appointed as the new Chief Executive of ACCA - 29 May 2008

Helen Brand, 43, has been appointed as the new chief executive of ACCA.

Currently the managing director of strategy and development at ACCA, she joined the global accountancy body in 1996.

She replaces Allen Blewitt, with effect from 1 September 2008, who is leaving ACCA to return to Sydney, Australia, after five years based at the London HQ.

Commenting on the appointment, Brendan Murtagh chairman of ACCA’s remuneration committee, said: ‘We are delighted we have been able to appoint a worthy successor to Allen Blewitt. After a four month, global recruitment search, it is especially pleasing to be able to appoint from within the organisation. Helen Brand brings a wealth of experience and knowledge of the 170 markets in which ACCA currently operates. Her global understanding of the sector and experience of working with bodies, such as IFAC (the International Federation of Accountants) will be of great benefit as we move into the next phase of our strategic programme to be the leading global professional accountancy body in reputation, influence and size.’

Helen Brand said: ‘I am truly honoured to be appointed chief executive of ACCA and to build on the lasting contribution which Allen Blewitt has created for the profession. It’s to the credit of the organisation’s succession planning that the new CEO could be recruited from within its own ranks.’

Allen Blewitt said: ‘I'm very proud that I leave ACCA in an even stronger position than when I joined in 2003. Today we have 122,000 members and 325,000 students. It has been quite humbling to see how the organisation transforms the lives of many who pass its exams and I'm sure Helen will steer ACCA to even greater success under her leadership. I shall track its performance with great interest and affection.’

Source: ACCA Website


Santosh Puthran

Add to Technorati Favorites

Do you like to be updated in Accountancy ?

Subscribe to Management Accountant by Email


Subscribe in a reader

SAP Store, UK

You may also like to read
  1. Membership of Accounting Body 20-Mar-08
  2. Protecting the term "Accountant" - 15-Mar-08
  3. ICAEW, UK Advertising campaign 17-May-08
  4. The word "Chartered" - a hot debate in India 05-Dec-06
  5. ICWAI applies for name change - ICAI's ostrich approach to name change 06-July-07

Subscribe to RSS Feeds and be up-to-date
  1. Management Accountant
  2. Accountancy News
  3. My Favorite Blogs that I track
  4. SAP Jobs & Opportunities


Popular posts from this blog

Learning Curve Theory

Learning Curve Theory is concerned with the idea that when a new job, process or activity commences for the first time it is likely that the workforce involved will not achieve maximum efficiency immediately. Repetition of the task is likely to make the people more confident and knowledgeable and will eventually result in a more efficient and rapid operation. Eventually the learning process will stop after continually repeating the job. As a consequence the time to complete a task will initially decline and then stabilise once efficient working is achieved. The cumulative average time per unit is assumed to decrease by a constant percentage every time that output doubles. Cumulative average time refers to the average time per unit for all units produced so far, from and including the first one made.

Major areas within management accounting where learning curve theory is likely to have consequences and suggest potential limitations of this theory.

Areas of consequence:
A Standard Costing

Resistence to Change - Approaches of Kotter and Schlesinger

The Six (6) Change Approaches of Kotter and Schlesinger is a model to prevent, decrease or minimize resistance to change in organizations.
According to Kotter and Schlesinger (1979), there are four reasons that certain people are resisting change: Parochial self-interest (some people are concerned with the implication of the change for themselves ad how it may effect their own interests, rather than considering the effects for the success of the business)Misunderstanding(communication problems; inadequate information)Low tolerance to change (certain people are very keen on security and stability in their work)Different assessments of the situation (some employees may disagree on the reasons for the change and on the advantages and disadvantages of the change process) Kotter and Schlesinger set out the following six (6) change approaches to deal with this resistance to change: Education and Communication - Where there is a lack…

Throughput Accounting

Throughput accounting (TA) is an alternative to cost accounting proposed by Eliyahu M. Goldratt. It is not based on Standard Costing or Activity Based Costing (ABC). Throughput Accounting is not costing and it does not allocate costs to products and services. It can be viewed as business intelligence for profit maximization. Conceptually throughput accounting seeks to increase the velocity at which products move through an organization by eliminiating bottlenecks within the organization.

Cost (or Management) accounting is an organization's internal method used to measure efficiency. Since no one outside the organization uses such internal accounts for investment or other decisions, any methods that an organization finds helpful can be used.

Throughput accounting improves profit performance with better management decisions by using measurements that more closely reflect the effect of decisions on three critical monetary variables (throughput, inventory, and operating expense — defin…