Managing Editor, Financial Publishing | London
I ended up at the FT through an acquisition. I was an editor at Money-Media, a small but growing start up the FT bought in 2008. We arrived at work -- I believe it was 2 January -- and the founder called us all to a meeting to announce the acquisition. It was an exciting moment. The FT's reputation for editorial integrity and general excellence told us we'd be in good hands. And we certainly have been.
One day is always different than the next. I work on a team of about 40 people in five different countries across several different products. There's always someone working somewhere around the globe, at all times of the day. There are always matters to attend to and usually with their own local flavour. It's certainly never boring. That's the one constant.
In 2011 I moved with my family from New York to London to take up a new editorial management position in the FT's specialty publishing division. Within a four month period, my wife gave birth to our fourth child, I changed jobs and we moved to a new country. And, so far, we've survived.
There's a sense of mission across the organisation. We're in the business of producing content people can rely on to make important decisions. It doesn't matter which department you're in or what role you fill. We all have a part to play in making this happen.
Brave, decent and imaginative. I believe they perfectly describe what we expect from ourselves: about the way we think, the decisions we make and the way we treat our stakeholders, including each other. I've heard colleagues cite these values in meetings when important decisions are being made -- which makes it clear they're not just words but a shared identity.