Beyond the numbers: Stuart Adams on consistency, growth and playing to win at Equifax

From mastering technical skills to empowering a high-performing team, Stuart Adams' journey at Equifax ANZ as Senior Financial Officer defines the evolution of a leader. In this spotlight, Stuart discusses how consistency can be a leader's greatest superpower and how our "playing to win" culture provides the space to mentor others while driving innovation.

What attracted you to Equifax?

I was initially drawn to what Equifax does—helping people live their financial best.

The company's technology transformation story also captivated me. Coming from a large, traditional IT outsourcing company, I spent years supporting customers on their transformation journeys. Over the last decade, much of this work has focused on transitions to the Cloud, giving me deep insights into this process. At Equifax, I was excited to explore the journey from the inside and contribute to it.

Additionally, meeting members of the leadership team before joining gave me a strong sense of the company's culture. Their genuine passion for the business and commitment to bringing people along for the journey was inspiring and reassured me that this was the right fit.

You have 25 years of experience building and leading financial and accounting teams for global industry leaders. What qualities do you think a leader needs today to build and lead a team successfully?

Consistency is a crucial quality. When a leader is inconsistent, it becomes challenging for their team to function effectively. Over the years, I've worked with leaders of varying styles, but as long as they're consistent and show a genuine interest in improving things, it creates an environment where team members know what to expect. I strive to emulate that consistency in my leadership.

I also have a strong bias for action and change, which I encourage in my teams. Progress often involves taking risks, and it's okay if things don't work perfectly at first—we can adapt and fix issues along the way. Of course, in finance, certain tasks must be done flawlessly, but overall, I try to foster a culture of continuous improvement.

I encourage my team to embrace a mindset of "making things better every day." If something needs fixing, we address it. While it's essential to understand past mistakes to avoid repeating them, I emphasise learning, moving forward, and striving for consistent improvement.

What is a typical day at Equifax like for you?

No two days are the same, which is one of the things I enjoy about my role. The leadership team has specific functional responsibilities, but at Equifax, we work collaboratively to achieve shared goals. There's a strong culture of teamwork and empowerment that focuses on what winning looks like for the business.

For me, this involves a lot of interaction, such as meeting with different teams across the organisation. As part of a global company, a significant part of my role is demonstrating the impact of our local initiatives to our global leaders in Atlanta, ensuring they remain confident in our progress.

What has been your biggest surprise working at Equifax?

The breadth and depth of what we do.

Before joining, I understood Equifax primarily through the lens of its bureau services based on earnings calls and other materials. But once I started, I realised that Equifax is so much more than a bureau service. It takes time for new hires to fully grasp the diversity of our offerings and capabilities.

Additionally, while I expected similarities to other global companies I've worked for—such as matrix organizations and cross-team collaboration—I was pleasantly surprised by Equifax's local focus. The company's operations in different countries each have a unique flavour tailored to their markets, which demonstrates how thoughtfully Equifax has expanded globally.

What are you and your team working towards?

Our primary focus is meaningful growth and transformation. Almost every aspect of our work—whether it's stability, innovation, or executing our financial frameworks—relates to transformation. Beyond the core financial responsibilities, we are deeply involved in supporting the broader transformation journey and figuring out how we can facilitate it.

How does someone at your level manage work-life balance?

I think everyone's perception of work-life balance shifted post COVID-19. At Equifax, the flexibility we offer, such as hybrid work, has made it easier to find balance. Personally, I appreciate the three-day in-office structure for its balance of collaboration and autonomy.

In my role, late-night and early-morning meetings are part of the routine. It's essential to recognise that leadership is a marathon, not a sprint. I focus on maintaining sustainable practices and make adjustments when I feel things tipping out of balance.

Outside of work, I prioritise activities that help me recharge, like playing basketball and spending time with my family. While I don't have much free time beyond that, those activities keep me mentally focused. Ultimately, I aim to be fully present in whatever I'm doing—whether at work, with family, or pursuing personal interests—so I can make the most of that time.

Inspired by leaders like Stuart? Why not join Equifax and learn from the best? Explore open opportunities today.