
From humble beginnings to finance leader
SAF alumnus credits determination, perseverance and experience formula for his finance success
SAF alumnus credits determination, perseverance and experience formula for his finance success
By Patty Mah Faculty of ArtsBefore his start at ݮƵ, Chester Dawes (BMath’99,PDAcc’99) didn’t know what a high-powered career in finance could look like.To begin with, his parents emigrated from Jamaica in the early ‘70s to start a new life;Chester and his two brothers grew up going to schools in Canada wheremostkidsdid notlook like them.As a child growing up inan immigrant family environment, Chester’s career goals were quite humble:“My measure of success was a career where I could go on a vacation and not worry about where the money came from.”
Having held senior positions in multiple far-flung geographies (North America, Europe, Asia-Pacific) at various companies throughout his nearly 25-year career, it’s safe to say thatChesterhasracked up plenty of frequent flyer miles and achieved great success professionallysince graduating from the School of Accounting and Finance (SAF) in 1999.Chester is currently theChief Operating Officer and Chief Financial Officer for Melody Investment Advisors LP,an investment management firm where hisresponsibilitiesinclude accounting and finance andworkingwith portfolio companies to raise and deploy capital and overseeinginternal operations.
“At Melody, we invest in digital infrastructuresuch as wireless towers, fiber and data centers which arethe backbone for communications,” describes Chester.“These are some of the key parts of the ecosystemthat makesvirtual meetings, events, and conference callshappen.”
And what a time to invest in digital infrastructure when much of the world is working remotely—including the Melody team. “Melody has historically had a strong technical infrastructure and business continuity plan in place,”saysChester. “Once the pandemic began, we were able to seamlessly transition to full remote operationswith staff spread across the States because we couldwork from anywhere.”
Prior to COVID, Chester, who lives in Toronto with his wife and two children,would spend two to three weeks a month working from his Manhattan office. “Normally, I would be in the States, visiting some of the companies we own and going to Europe four times a year for board meetings and overseeing some of our off-shore vehicles,” states Chester.
Influencing perspectives in how business is done.
Working remotely hasn’t posedtoomany challenges for Chester or his teams, but the nature of the industry of private equity, “which requiresworking long hours,makes itconvenient to be able to huddlein personand have ad hoc conversations,” notes Chester.
A culture shift was needed in how businesswasconducted. Raising capital has traditionally involved in-person meetings but when the global pandemic hit, how do you acquire a company when you can’t go out and see it? Virtual meetings, virtual tours, and conference calls, and lots ofthem, have become the new norm for Melody to raise capital and deploy capital intopotentialinvestmentopportunities.
The pandemic also slowed down growth and skill development of teams, to which Chester pivoted around the challenge to find new ways of building his team.Melody had equipped their staff ahead of the lockdown with the virtual tools needed to stay connected froma work-from-home environment. One of the positives for Chester has been the ability to get to know and work with colleagues on a more intimate level, “you see people in their home offices with their kids running by and get adeepened senseof theirvalues and work ethics.”
In building his career in finance, Chester “entered an industry where virtually no one looked like me.”Fostering a sense of belonging and community was an important factor as Chester grewMelody’steamsand implementedregular team eventsand ensured that the events continued throughout the pandemic.Thevirtualteam eventsarevaried in activity and engagement level, that not only helped to solidifytherelationships amongst Melody’steams,butalsoprovided a much-needed aspect of fun to relieve stress whilebuilding community and creating cohesive and collaborative teams.
Thinking about his time at ݮƵ, Chester creditsthe university forproviding a career perspective that’s not just aboutfinancial success. “I look at my peers and we’ve all done well. We’re inleadershippositions and gaining fulfillment from what we do and the changethatwe’redrivingand influencing.”
Chester’sݮƵ experiences provided the confidence he needed to persevere in building his career to what it is today. “I’ve exceeded my original goals and am in leadership positions where I never thought I’d be.”
Read more
With AI, manufacturing and green tech-focused companies, ݮƵ-linked innovators are scaling businesses for global impact
Read more
GreenHouse awards $10,000 to student ventures and changemakers aiming to transform livelihoods within disadvantaged communities
Read more
Meet the five exceptional graduate students taking the convocation stage as Class of 2024 valedictorians
The University of ݮƵ acknowledges that much of our work takes place on the traditional territory of the Neutral, Anishinaabeg, and Haudenosaunee peoples. Our main campus is situated on the Haldimand Tract, the land granted to the Six Nations that includes six miles on each side of the Grand River. Our active work toward reconciliation takes place across our campuses through research, learning, teaching, and community building, and is co-ordinated within the Office of Indigenous Relations.