Taryn Eves is the Director of Finance at the London Borough of Haringey. She has just over 25 years of experience in Local Government, across Bexley, Kensington and Chelsea, West Sussex and now Haringey. Although Director of Finance now, Taryn has held a diverse range of corporate roles over the years, including corporate policy and performance and project and programme management. With this, she brings a range of financial and non-financial experience and skills to the table. In her current role, Taryn is responsible for finance, procurement, audit and risk. From April she’ll take on a wider portfolio of digital and change, performance, property and capital programme delivery.

We sat down with Taryn in January 2025 to discuss her career journey so far and where she believes the future of finance is heading.

Hi, Taryn! Thanks for joining us today. Can you kick us off by describing your career journey to date? 

If you’d told me 25 years ago that I’d be a Director of Finance and Section 151 Officer, I wouldn’t have believed you. My career in local government finance wasn’t planned—it was something I fell into, but I wouldn’t change it for the world.

My dad always had different plans for me but local government turned out to be my calling. My journey started with the 2001 Census, working as a data analyst in Bexley. Over 18 years there, I transitioned through various roles—policy, performance, communications, corporate project management—before finally stepping into finance. It wasn’t something I had initially considered, but a finance director at the time saw something in me and encouraged me to gain my CIPFA qualification. I took the leap, balancing studies with a three-year-old and a one-year-old at home, and within two years, I was a fully qualified accountant.

My career in local government finance wasn’t planned—it was something I fell into, but I wouldn’t change it for the world.

Before joining local government, my first job after completing my masters was in a NatWest call centre. It wasn’t a dream job, but I took it because I needed the money—I was recently engaged, and my future husband had paid for my master’s degree while we saved for our wedding. When I saw an advert in The Guardian for a data analyst role in local government, I applied, thinking, “I can do data.” That job led me into local government, and the rest, as they say, is history.

Since then, I’ve held finance roles in Bexley, Kensington and Chelsea, West Sussex, and now Haringey. Each move has expanded my perspective. The time I spent outside of London, in particular, helped me see things differently and reinforced the importance of adaptability in leadership.

What would you say is your biggest achievement in your career so far?

My biggest achievement is getting to where I am today – always pushing myself to step out of my comfort zone (no matter how uncomfortable it feels), getting involved in something new and always being open to learning. Despite all of my career being in corporate enabling services, it is my collaborative leadership style that means I always ensure I understand the services I am supporting and their challenges and believe it is through this joined up working, two way understanding, respect and trust that we all can make the difference.

What are the current challenges in local government finance for you and your organisation? 

What I love most about my role is the diversity. One minute I’m deep in financial strategy, the next I’m discussing service change or progress against one of our big capital schemes. I learn something new every day. Finance isn’t just about the numbers—it’s about the stories they tell and the decisions they inform.

Finance isn’t just about the numbers—it’s about the stories they tell and the decisions they inform.

That said, we face challenges every day. My current role at Haringey came with financial challenges, service improvements and a heavy reliance on agency staff. Balancing statutory finance responsibilities with an expanding portfolio, is and will be a constant juggling act. More broadly, local government finance faces a perfect storm of rising demand, increasing costs, and shrinking resources. The financial pressures in adult social care, children’s services, and temporary accommodation are relentless, and it’s not just about numbers increasing—it’s also about ever-increasing costs.

How do you manage the pressures of your role while keeping both yourself and your team motivated?

If I’m honest, I’ve never mastered work-life balance. Every new role starts with the best intentions: manage expectations, set boundaries. And yet, I always find myself deeply embedded in the work. Local government finance can consume you if you let it. I remind myself that sustainability—both for our budgets and for ourselves—is key, and I’m committed to taking a step back to reset and develop an 18-month roadmap after this year’s budget process – a reminder to myself that as much as I want to, you cannot do everything at once and I need to prioritise according to risk.

I remind myself that sustainability—both for our budgets and for ourselves—is key

Motivating a team in financially challenging times is another big challenge. When an organisation is seeking exceptional financial support, it can be hard to maintain morale. But my approach is simple: be honest, be open, and make sure the team feels part of shaping the future. Even in difficult times, there are opportunities to innovate, rethink service delivery, and collaborate across sectors. The key is ensuring staff see themselves as enablers of change, not just number crunchers.

Looking forward, what is on the horizon?  

Local government finance has evolved. Today’s finance professionals need more than just technical expertise; they need to understand services, politics, and the bigger picture. We must break the perception that finance is a ‘back-office function’—it’s a driving force for change and an enabler. There are not many things that don’t have a financial implication which means you almost get involved in everything – making the role really exciting.

There are also big questions ahead. Can local government continue to afford to deliver all its current responsibilities? How do we address workforce shortages in finance? How do we embrace technology while keeping financial risks in check? AI and digital transformation are exciting, but they must be harnessed strategically.

Finally, what advice would you give someone entering local government finance at the start of their career? 

My advice? Take every opportunity. When I applied for a role at Kensington and Chelsea, it was to be a Head of Financial Strategy but very quickly I was overseeing all of finance. I ran with it, and it shaped the rest of my career. Local government finance offers so many paths—business partnering, technical accounting, strategy—so find what excites you and go for it.

Local government finance offers so many paths—business partnering, technical accounting, strategy—so find what excites you and go for it.

Looking back, my career wasn’t planned, but I found my purpose in local government finance. It’s a sector that needs passionate, driven people. It’s tough, but it’s rewarding. And for those willing to embrace the challenge, it’s a career that truly makes a difference.