Higgs LLP in conversation with Bali Bandha, Group CFO, Palletline

Introduction

In this episode of Higgs LLP in conversation with, Partner James Modley speaks with Bali Bandha, Group CFO, Palletline.

Transcript

Please note this transcript is an automatically generated summary and may contain inaccuracies. 

Introducing Bali Bandha

Bali introduces his role and explains that, as Group CFO, his responsibilities go well beyond finance. He oversees legal, HR, IT and business intelligence, working closely with the executive team to ensure the business moves forward strategically and in line with its values.

About Palletline

James asks Bali to explain how Palletline operates and what the hub-and-spoke model means in practice. Bali explains that Palletline was created to help member businesses move smaller pallet volumes in a commercially viable way by using shared hubs, which sort and redistribute freight to the right destination.

He also explains that the business has two main parts: the network hubs and the logistics depots. The logistics businesses operate commercially in their own right, while the wider network is member-owned and focused on service, investment and continual improvement.

Leadership and communication

Bali describes his role as highly varied and fast-paced, with no such thing as a truly typical day. He spends much of his time in contact with his leadership team, making sure everyone is aligned and that issues are dealt with quickly.

A recurring theme in the conversation is the importance of communication. Bali says that good people, good systems and regular communication are what keep everything running smoothly. He emphasises that leaders should be available, approachable and willing to have honest conversations when things are not going to plan.

Culture

Bali joined Palletline in December 2023 as an interim CFO before taking on the role permanently. He says he was struck by the warmth of the welcome he received and by the strong culture within the business. For him, culture is one of the most important reasons people stay engaged and perform well.

He also says that the organisation’s family-orientated nature is one of its strengths, and that the sense of shared purpose makes the business special.

Success and performance

When asked what optimal performance looks like, Bali says it depends on both the individual and the needs of the business. In a period of challenge, success may mean reacting quickly and keeping the business stable. In a stronger phase, it may mean focusing on strategy, growth, networking and new opportunities.

For Bali, success is not just about numbers. It is also about service performance, customer retention, track and traceability, and making sure teams are trained to deliver in a safe, efficient and friendly way. He sees good service and strong relationships as central to long-term success.

Personal values

Bali says his non-negotiables are rooted in values passed down by his mother: honesty, openness, communication and common sense. He believes people should be treated as they would want to be treated themselves, and that it is always better to ask for help than to struggle in silence.

He also makes clear that family time matters to him. Spending time with his grandchildren and enjoying life away from work is just as important as professional achievement.

Teamwork and trust

Another major theme is the importance of surrounding yourself with strong people. Bali says he actively tries to recruit people who are better than him in certain areas because it helps the business, frees him up and gives him the chance to learn.

He believes trust is essential. Managers should give people responsibility, allow them to think for themselves and create an environment where they feel able to ask questions or raise concerns. He also says that successful leadership is about being open, honest and supportive while still being able to make tough decisions.

Reflection and learning

Bali and James discuss self-reflection, mistakes and learning from experience. Bali says mistakes are inevitable, but they should be owned, learned from and not repeated. He sees transparency as essential to building trust.

He also says that many of the most valuable lessons in his career have come from experience, from watching good leaders, and from being willing to reflect on his own behaviour and improve over time.