Livingston James, sister brand of Rutherford Cross, welcomed Ian Reid (CBE), Chair of Commonwealth Games Scotland and Vice-Chair of Glasgow 2026, to speak at our latest boardroom lunch, which discussed the increasing demand for finance professionals who can become community as well as business leaders. We were delighted to partner with Stuart Rose, Partner at AAB, to host a number of Scotland’s leading CFOs and Finance Directors for what proved to be a hugely enjoyable presentation and thought-provoking discussion.
The role of the CFO has evolved over many years, transcending the financial function to embrace all manner of roles including CEO, COO, Non-Executive and Chair. However, in today’s world of corporate social responsibility – incorporating the environment, sustainability, and DE&I – there is also an increasing demand for finance professionals who can drive a broader community impact. We were fortunate to have Ian with us for a couple of hours, having just flown in from the Middle East that morning, to share his own journey and the valuable insights he has learnt along the way.
The Journey:
Ian started his career in relatively traditional fashion. After securing his BAcc (Hons) in Finance and Accountancy, he began moving into the profession, initially with French Duncan where he qualified as a Chartered Accountant, before going on to work for both PwC and EY. Having specialised in public sector assurance and advisory within the accountancy firms, it felt a relatively straightforward decision to move to Glasgow Housing Association (now trading as Wheatley Group) as his first role outside of professional services. At that point, GHA was the largest landlord in Europe, owning around 70,000 homes and with a 30-year investment programme of over £1.9bn, giving Ian unique experience in long-term business planning, large-scale transformation projects and managing relationships with multiple external stakeholders, especially the Scottish Government.
However, it was by chance, when he saw an advert in a newspaper in 2008 for the Glasgow 2014 Commonwealth Games, that Ian’s journey into sport and events began. The initial role Ian started with in January 2009 was as Financial Controller, largely responsible for establishing the systems, processes, and reporting that would underpin the finance structure. It was always anticipated that a more seasoned CFO would join closer to the time the Games were due to take place. However, when the time came to recruit a CFO – and with the backing of his Chair, Lord Smith of Kelvin – Ian was successful in securing the role, despite being much lighter in experience than would have typically been expected for a position of that nature, being only in his mid-30s at the time.
The result for Ian’s career was transformational. As finance lead for what was hailed as the best Commonwealth Games ever, Ian was part of the Executive Management Team that successfully delivered the event £25 million under the £490 million budget, attracting over 1 billion broadcast viewers, 1.3 million ticketholders, and 12,500 participating volunteers. Moreover, it gave Ian his first taste of working in an organisation that brought together the commercial and public sectors to deliver a project of significant value to communities across Glasgow and the surrounding areas.
The nature of the Commonwealth Games meant that Ian’s final role there was effectively to close the organisation down, meaning he was looking for a new challenge in early 2015. This led him to work for AG Barr, which had coincidentally been a major sponsor of the Games, as their Head of Commercial Finance and, later, he also joined the Board of the newly acquired Funkin Cocktails.
By Ian’s own admission, he was very happy at AG Barr, and it was only due to an approach out of the blue in early 2018 by the Birmingham 2022 Commonwealth Games that his head was turned to return to the sporting arena. The Games had been awarded to Birmingham following the withdrawal of Durban as hosts in 2017 due to financial constraints, meaning the Executive Team needed to be assembled quickly. Despite his six-month contractual notice at AG Barr, Ian was allowed to leave within a matter of weeks to join as Interim CEO of the Birmingham 2022 Commonwealth Games Organising Committee – a role which was made permanent at the start of 2019.
Ian’s ability to break his notice to pursue his dream role was certainly aided by a very positive relationship with the CEO and CFO at AG Barr, and by virtue of a very understanding wife, with the role being based mostly in Birmingham and his children still being relatively young at the time.
The Birmingham 2022 Commonwealth Games carried a number of complexities, mainly due to the shorter-than-usual timescales for delivery and the arrival of the pandemic in 2020, which made the entire planning phase and management of key stakeholders a significant challenge. However, the Games were widely considered a major success, driving significant inward investment, jobs, and tourism to the area, along with creating a lasting legacy of sporting facilities and increased community sport participation. Ian Reid was personally recognised for his contributions with a Commander of the British Empire (CBE) in the 2023 New Year Honours List.
Most recently, Ian was appointed as Chair of Commonwealth Games Scotland and Vice-Chair of Glasgow 2026 – again as a result of another city (this time Victoria) being unable to fulfil its obligations to host. He spearheaded the Glasgow 2026 concept, reinvigorating the Commonwealth Games movement and highlighting the importance of developing a new model that enables the Games to continue for many years to come.
In addition to his role with Commonwealth Games Scotland, Ian has spent his time post-Birmingham providing CEO and advisory services to a number of sporting initiatives globally, including the Olympics, Paralympics, Cycling Championships, and Martial Arts.
Reflections and Closing Remarks:
Ian shared valuable insights drawn from his experience leading distinctive projects from initial conception through to delivery and, ultimately, into the legacy phase. This steered the conversation towards the role of private sector partners and what motivates their continued involvement beyond commercial considerations, as well as the alignment of business interests with community benefit. The discussion around the room included examples of private sector initiatives driven by a genuine desire to leave a positive, lasting mark on the communities in which they operate.
Motivations ranged from businesses that are deeply embedded within their local communities and environments (including one certified B Corp); to businesses where being community-oriented is not only good practice but increasingly a customer expectation; to organisations that are part of the fabric of the city and for whom legacy is a core part of the strategic agenda.
The discussion highlighted that for many of these organisations, social impact and legacy are integral to their business models, rather than optional extras. Their involvement often stems from a sense of shared responsibility and pride in contributing to local development and wellbeing.
There was also discussion around the evolution of the ESG agenda since Glasgow 2014. The room observed that while ESG considerations have become more structured and visible over the past decade, the core motivation to support legacy initiatives has remained strong and, in many cases, has intensified.
Overall, the mood in the room was optimistic. There was a collective sense that the private sector is willing and well-positioned to play its part in delivering lasting legacies. This optimism was grounded in current practices, with tangible examples shared by those around the table.
To find out more about our events programme, or to discuss how Rutherford Cross and Livingston James can help you or your business, please contact Mark Lewis at [email protected].
