I was asked recently by a former colleague to help his authority recruit a new finance director. Rather than dust off existing job descriptions, we sat down and thought from first principles – what are the words which best describe the generic features a modern-day local authority need from its senior financial adviser? Tact, diplomacy, verve, diligence, independence of mind, creativity, compassionate, streetwise, succinct, vestal, conciliatory, punctilious, fair, pragmatic, listening, astute, politically aware, principled, formidable, concessive and definitive, well prepared, but also able to act extemporaneously, good humoured, knowledgeable, enthusiastic, inspirational, empowering, entrepreneurial, original, respected and respectful, authoritative, immutable but adaptable, modest, service centred, obsequious but challenging, ambitious, open minded, consistent, thick-skinned, approachable, thorough, conscientious, visionary, eclectic, strategic, empathetic. There is no reference to clothing in our list. I think we have outgrown the brown cardigan reputation we used to have, but the list might usefully include ‘wears underwear outside his/her trousers'. What then struck us were the skills required do not differ markedly from a list we would draw up for any other local government director. Does that mean anyone could do a FDs job? As a fervent believer in the importance of finance – and other resources – to support service delivery, have I just contradicted that view? No. The importance of advice is that you need to be in the right place to give it, in a way that is understood by the recipients, and it needs to be based on a level of knowledge it is difficult to assume without experience. Of course, that experience can be gained in a number of different ways, but it does help to have an understanding of one end of a balance sheet from another. However, as Oscar Wilde said: ‘Experience is the name everyone gives to their mistakes.' Gareth Moss is executive director, resources at Bridgend CBC