Two degrees and an MBA make the complete chartered accountant

Not many people would say that their childhood dream was to work in a bank, but that is exactly what Aaron Cheung always wanted. Coming from Hong Kong, the decision to go into finance just seemed the natural thing for him to do.

After finishing his undergraduate studies at Macquarie University in Sydney, where his family had settled when he was about ten, Cheung first landed a job as an external auditor. Setting high goals for himself, his initial aim was to get the CFA qualification and become a CPA. “I had one degree in accounting and another in finance, so I upgraded to the professional designation for both,” he says. “I take ownership and responsibility seriously. I don’t commit to something that I know I can’t achieve.”

The art of managing people

Work as a compliance officer proved beneficial, allowing Cheung to gain a thorough understanding of how banks operate. Excelling at more detailed analytical tasks, he soon moved on to become a manager, overseeing a team of compliance analysts and doing investment compliance reports. Subsequently, Cheung continued to move around within his organisation, gaining experience in industry practice and the key elements of management. “At work, I’m more demanding and can be very decisive, but outside, I’m quite easy-going and more open to the wider group dynamic,” he says. When it comes to managing people, he’s thoughtful too. “Simple praise such as ‘good job’ can mean a lot to colleagues. It builds trust in relationships.”

It is also important to know how to react to those around and to be supportive. Cheung first started managing subordinates six years after graduation and is increasingly comfortable with the role. “I am not fond of an extremely hierarchical work culture, so I treat everyone equally, being more directive when appropriate,” he says.

Cheung aims to adjust his management style as necessary, when dealing with different situations and challenges. “Individuals are unique, so there’s no single management style, but I do enjoy the process,” he says. With less experienced staff, his approach is to coach and guide, in order to build confidence. With junior managers, he is more inclined just to delegate because he trusts their competence.