Finn Jackson is a systems thinker, with a wide range of experience, and the ability to think from ‘top to bottom’. He combines strategic and tactical, rational and emotional viewpoints into solutions that last.
Educated at Trinity College Oxford, Finn studied physics and learned to row.
His first job after leaving Oxford was as a systems analyst in the defence industry (anti-submarine warfare). He then worked as a strategy consultant for three years, gaining in-depth experience of competitor analysis, market studies and strategic profitability analysis — across a wide range of industries including food manufacture, drinks, retailing, and white goods.
In 1990 Finn studied for an MBA at Imperial College. One year later he passed with distinction, winning the prizes for Best Marketing Project and for best all-round performance. His specialisation was finance.
Rather than return to consulting, Finn then joined EDS, the global IT services provider. Here he worked first as an analyst in new business development. He was soon given responsibility for designing and managing the process used to review and approve all new business in a pan-European business unit (TCV>$100m/year). Rapid promotion saw him serve on the European leadership teams of two of the company’s top three global accounts, responsible at different times for business planning, strategic process improvement, strategic change, and then account growth.
Over nine years, Finn created lasting strategic change in almost every functional area of the business; from finance and HR, to sales, marketing and operations. In more than a dozen countries worldwide he aligned practical day-to-day operations with the strategic needs of the business. He also developed a strategic ‘future blueprint’ plan for one $500m pan-European business unit, identifying the initiatives needed today to address key business drivers of the future. And for a $600m business unit he created a business plan converting the forecast 10%pa decline into 5%pa growth.
In 1997, when EDS was spun-off from the ownership of General Motors, he was part of the team that redesigned the organisation structure of the business unit supporting GM worldwide. When the consultants moved on to their next assignments, Finn remained and spent the next two years successfully implementing part of the reorganisation across business units in Europe, Asia Pacific, and Latin America — and gaining deeper insights into how strategic plans convert into practical reality.
In his final position at EDS, Finn was chosen to help turn around a struggling $80m pan-European business unit. Having achieved this, he focused on business development, exceeding sales targets by 65% at a time when most other units were experiencing downturn.
In 2001 Finn left EDS to write a book that would integrate the strategic and operational views of business, and answer the simple question, “What does a business needs to focus on to be successful?”
The Escher Cycle was published in 2004 by Thomson-Texere, and has been called ”A blueprint for winning any game your business chooses to play.”
Since then, Finn has used this understanding and experience to co-found and launch an innovative social network, and to help individuals and organisations ranging from startups to NGOs to global corporations understand and address their key challenges.