Driving value through digital transformation: insights from Cécile Parker, CFO of Vital Energi

Cécile, could you start by telling me a bit about Vital Energi?

In a nutshell, Vital Energi provides energy solutions to businesses in the UK. We offer a variety of services including energy generation, distribution, supply and consumption management. Our overall mission is to protect the planet for future generations. We’ve been around for four decades, and I've been lucky to be part of it for nearly three years.

And as CFO, how would you say your role has changed over the last couple of years?

There’s certainly been a lot of change. We’re moving away from the traditional “bean counter” role – where finance was primarily seen as number-crunching, focused on reporting and compliance – to becoming real strategic partners within the business. It’s no longer just about tracking the figures; it’s about interpreting them, understanding what they mean for the organisation, and using that insight to drive decision-making.

As a business, we’re actually preparing for an exit in the next three to five years, so that’s had a big impact on how my role has evolved. We need to be thinking strategically about what will make the business most attractive to potential buyers, whether that’s optimising profitability, strengthening our market position, or demonstrating sustainable growth. It’s about seeing the bigger picture and making sure we’re positioning the business in the best way possible for the future.

What is your key focus at the moment in terms of driving value? 

Digital transformation is where most of my energy is going right now. As I said, the business has been around for over forty years, and some of our processes and systems are just as old. A big part of this is implementing a new ERP system. Right now, we have a collection of different processes and systems, but many of them don’t communicate with each other, meaning we don’t have a single version of the truth. We’re also heavily investing in new technology, including automation and AI, which is helping us make big strides in streamlining processes and improving efficiency. My key focus is on eliminating as many manual processes as possible, particularly around month-end reporting. Ultimately, I’m working to build a data-driven culture within the finance team. Rather than relying on gut feelings, we want decision-making to be backed by solid data and insights. This, I believe, is where finance can create real value – not just by providing numbers, but by turning those numbers into meaningful information that drives the business forward.

Have you faced any challenges with introducing new ways of working? 

A really big part of digital transformation is bringing people on the journey – actively engaging stakeholders and communicating the benefits of the change. Because, very often, change can be difficult, and people are naturally resistant to it.

Some of our employees have been here since the company started. So, when I tell them, for example, that an engineer who used to send a goods receipt via fax will now be doing it on their phone, that’s a huge shift, for them and for us. It’s all about communication, training, and making sure the team feels supported as they adapt to new technology. 

You mentioned ESG. Have you faced any challenges embracing this new part of your role? 

We have actually just started producing our first sustainability report which has required new skills that we don’t have in-house, so we’ve engaged with external advisors to help us get to grips with the processes and expectations. Sustainability isn’t just a buzzword, it’s a fundamental part of our business operations, reputation, and long-term success, which ties directly into value creation. That’s why it’s so important to get this right. Embracing ESG has been a collaborative process, and together with our advisors we’ve worked closely to identify the most relevant ESG issues for our business and set meaningful goals. They’ve also helped us develop a risk management framework, performance measurement, and stakeholder engagement strategies. This has given us a deeper understanding of what’s required long-term. 

Has it been difficult to set those initial goals around ESG?

Goal setting is difficult because you want to set targets that are ambitious enough to drive real progress, but at the same time, they need to be achievable. Once they’re published, they’re in the public domain, and people will look back and say, “You said you were going to do X, and you haven’t.” So yes, it’s nerve-wracking but I have confidence that we’re moving in the right direction. 

When it comes to people, what strategies do you have in place to attract and retain talent? 

For me, promoting a culture of diversity is essential for both attracting and retaining talent. It’s about ensuring people feel supported and understood, which is key to keeping your workforce. Offering flexible working arrangements is also crucial. The Gen Z workforce, for example, doesn’t expect to be in the office every day, which is a shift from previous generations. If you started working in the ’70s, everyone was expected to be in the office every day. Another thing we’re doing is promoting internships and apprenticeships. I’m a STEM ambassador and work to promote these opportunities in schools. There are so many career paths that don’t require a university degree, and it’s important to show young people the value of careers in STEM. This is a great way to attract talent to the business as well. 

Finally, in a few words, how do you define value within your role as CFO? 

Given the journey we’re on at Vital Energi, with a potential exit in the next three to five years, value is largely determined by the enterprise value we can achieve. For me, the value I add is ensuring profitable, scalable, and sustainable growth. From a private equity perspective, it’s about demonstrating a commitment to green growth – renewable energy integration, energy efficiency, a circular economy, and a stable supply chain. While the numbers and regulatory frameworks are important, my focus is on creating value for the organisation, ultimately attracting top private equity investors in the near future.

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