- 22 August 2025
Over the past six years I have had the extraordinary privilege of guiding the Institute as Chief Executive. Now I am stepping down, I can reflect on what a period of profound change it has been. My last time seeing many of you will have been July’s Annual Conference, a wonderful event, so full of energy and optimism, that I could not wish for a better farewell.
Navigating global and social changes
When I began this role, we were working through the aftermath of Brexit. Then came the pandemic, lockdowns, and a rapid shift in how we worked together. The post- Covid recovery was cut short by war in Ukraine, the highest inflation for 40 years, and a resulting cost of living crisis. Global instability continues, tested by the war in Palestine, and the loss of influence of the post-Second World War global institutions. As Browen Maddox, director and CEO of international relations think-tank Chatham House commented in her keynote at the conference, the old world order is gone, replaced by increased regionalisation and unilateralism.
Culturally, expectations on organisations have evolved. Diversity, inclusion and ethical leadership became central and following the death of George Floyd led to greater examination of the policies governing out businesses and institutions; the past six years has seen heated debate on trans and gender issues, too, a debate which became polarising for many.
Transforming the Institute
To support our members through these times of change, and to ensure that they are one step ahead of the issues, the Institute needed to evolve – to transform.
We are fortunate to be able to draw on our resources – people, values, and finances – to respond robustly to major challenges. We can adapt to ensure we continue to deliver member value, not least in our response to the pandemic. We accelerated our digital strategy and modernised our systems, with the support of our forward-looking board.
This streamlined our data management and enhanced the services we provide. Through the MyCG portal, you can now manage your membership more independently, with self-service features that put you in control.
Online exams, which had been a medium-term goal, became a reality within months. Staff worked tirelessly to ensure that hundreds of students were able to advance their careers with qualifications in place instead of having to wait until in-person exams might have reopened.
We introduced a new Learning Management System, a digital platform enabling students to access study materials and progress at their own pace; expanded our range of qualifications; and supported new routes to a career in governance including apprenticeships and Fast Track for adjacent professions.
Growing influence and reach
Our policy influence has strengthened, with contributions to sector-wide standards and frameworks, engaging with Parliament and regulators, and launching our policy manifesto ahead of the 2024 general election. We have extended our global reach, delivering training to governments, corporates, charities and regulated industries – within our territories and beyond. We also strengthened ties with our branches in the UK and associated territories.
Collaborating with great people
Each role teaches you something new. I brought to this role experience from leading professional bodies in sectors as varied as project management, construction and legal services. In all of them, delivery, integrity and the power of communication and adaptability are essential. Those skills have been invaluable in working alongside many great people here. My goal has always been to help those within the Institute stretch themselves to learn and acquire the skills needed to support their commitment to their personal goals and professional development.
Being part of a global body means we have really benefited from the support and learning of the CEOs in the other divisions, most recently with collaborative working on the recent global branding research which will inform the future development of qualifications and membership.
I was particularly moved on a visit to South Africa hearing of professionals confronting corruption with courage – reminding me why integrity is the cornerstone of the governance profession.
Raising standards and widening access. These global conversations about ethics and courage in governance also raise the ongoing debate about the value of being a regulated profession. There are arguments on both sides. Alongside our traditional routes to accreditation, we are expanding our support for those many thousands working in governance roles outside the chartered pathway. This initiative will help raise their knowledge and skills, supporting both their development, and that of the organisations they serve. After all, as we have said so often, good governance leads to better decisions at every level of an organisation; and better decisions create a better world.
I am pleased that the Institute continues to lead in standard-setting, notably with work on board performance reviews and reporting. In 2023 we launched a new Code of Practice, supported by guidance and an accreditation and training programme for board performance reviewers.
This is designed to raise standards and help boards and their stakeholders maximise the benefits and value of board reviews. This focus on standards here at the Institute mirrors the qualities all governance professionals bring to their roles.
Curiosity and visibility
I have developed a deep appreciation for how helpful and solutions-focused our members are. Our 2022 report The Relevance of the Governance Professional captured the traits you value in successful colleagues: curiosity, adaptability, and the ability to be a ‘jack of all trades’ in an ever-evolving role. Alongside these are the soft skills so vital to getting things done – emotional intelligence, trustworthiness, and resilience.
That much is evident in our workplace survey: four-out-of- five respondents report high job satisfaction, outperforming many other professions. It’s encouraging to see that you are also increasingly valued externally.
Public awareness of governance has grown – from the tragic consequences of the Post Office scandal, to the viral stardom of council Zoom meeting hero Jackie Weaver – the public has seen governance in action. The King becoming our Royal Patron affirmed the importance of our work at a time when such patronage was being heavily streamlined.
This has also encouraged charities to speak more openly about their governance issues. We are pleased to support this through guidance, training and the revised Charity Code.
Our future is strong, but we need to adapt The future will bring new challenges. ESG will be embedded in strategy and risk. Boards will face scrutiny over AI ethics, climate disruption, and competing stakeholder interests.
Technology will reshape governance, demanding stronger ethical oversight and multidisciplinary skills.
Governance professionals will need to be more adaptable, tech-savvy and visible. But the core of this profession remains constant: integrity, trust and clarity.
I leave confident in the future of the Institute and proud of what we have achieved together. Thank you to everyone who made me feel welcome and supported – our members, staff, volunteers, board, board presidents, and global council. Your intelligence, resilience, and practicality have inspired me every day.
Governance is a force for good. It brings purpose and accountability to organisations and society. As I step away, I do so with pride and excitement for what lies ahead for each of us and with confidence that the Institute will continue to be here to support you every step of the way – through thought leadership, professional development and a strong independent voice on the issues which matter most to you.