As Vickers took on more executive roles, he found the finance background provided by his MBA very useful. He finished his MBA when he was with Plunket, and with hindsight would have wanted to have taken the course concurrently during his time as CIO.
He plans to go back and do a refresher course on the topic. "That understanding of finance is really important as CIO," he says.
"Actually being able to cost model your investments, capex, opex, what is the return on investment, the weighted average cost of capital," he says, "all these things are really important as the bottom layers of IT become more productised.
"You cannot just say I need product XYZ and if we don't get it, the business will fail. You need to actually put a cost around it, into the language of finance.
"One of the challenges of working in a small organisation is there is no difference in a day to day job between strategy and operations," says Vickers on his overarching roles. "You are in between strategy and operations. They just become intertwined."
It comes down to time management.
"Everything is important," he says, and at the end of the day it is about "putting priority to the work that best supports the business".
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