The opportunity to balance technical detail with strategic thinking attracted me to audit. In Audit, there’s a lot of room for judgment, and it’s in that judgment space that I find the work truly fascinating. My interest in macroeconomic policy and political philosophy led me to Public Sector Audit, where I could see first-hand how political decisions affect society. Auditing NHS bodies during the pandemic, for instance, was a deeply meaningful experience because I could see how our work was directly contributing to the public good.
I’ve stayed in Public Sector Audit throughout my career because of the people and the culture. What I often tell people is that if you were to ride the London Underground, the diversity of the passengers mirrors that of my department. I’m incredibly proud that we’ve created an environment where anyone, from any background, can thrive. It’s essential because our clients – whether they’re in the NHS, police, or local government – are diverse themselves. To effectively audit and hold them accountable, we need to challenge them from a variety of perspectives.
A turning point in my career came about six months into my trainee contract. I was on a train with one of the directors from my department, and we started chatting. I felt comfortable enough to ask how he had made it to his position. When he shared his journey, including his working-class background, it dawned on me that if he could do it, so could I. That conversation was more than inspiring – it led to him becoming my mentor, and his guidance has been the single biggest influence on my career.
The public sector, and the UK economy as a whole, are facing significant challenges right now. We’re dealing with macroeconomic headwinds and a shifting demographic landscape, particularly an aging population. Public sector organisations are under pressure to provide value for money while struggling with financial sustainability. In our role as public sector auditors, we not only audit financial statements but also review the systems clients have in place to secure value for money. This dual focus allows us to identify weaknesses and offer recommendations for improvement, helping our clients navigate these tough economic conditions.
Supporting the new generation of trainees is something I’m passionate about, especially because I understand the challenges they face. I remember how hard it was to balance work, study and maintaining a social life. I try to help trainees find that balance while encouraging them to invest in themselves, which I’ve found is the key to long-term success.
When I think about what makes a great leader, I believe there’s no one-size-fits-all model. Everyone has the potential to lead in their own way, and it’s our responsibility as a firm to unlock that potential in every individual. We have a strong learning culture, and those who invest in themselves and their growth tend to be the ones who succeed.
If I could go back in time, I’d tell my younger self to join Grant Thornton as a trainee without a second thought. The opportunities, support and development I’ve received here have been exceptional. I honestly don’t think I would have found that level of growth elsewhere.
The best piece of advice I’ve ever received came from my mentor, who told me to “find three people and make their careers more important than your own”. That advice has shaped my approach to leadership – helping others grow has been one of the most rewarding parts of my journey.