Over the past twelve years in our firm, I’ve worked alongside some of the most curious, supportive, and driven individuals to build a career I’m proud of, and I continue to be energised by the new challenges and opportunities that come with my way.
It isn’t just my role as a Director in Corporate Finance or as Advisory’s Digital Lead that keeps me fulfilled. I’m also a member of the Army Reserve, the UK’s part-time volunteer reserve military force that supports the regular army with complementary, and sometimes identical, skills to our full-time counterparts. I joined in 2007 as an infanteer and was trained as a generalist soldier, practicing everything from marksmanship and physical endurance to training to operate in peacekeeping and combat environments.
Over the years, I’ve taken on a range of other roles, including command and leadership positions. During the COVID-19 pandemic, I worked in a media liaison role as part of Operation RESCRIPT, acting as a conduit between the Army and national media. One of the most impactful experiences was serving as a senior military adviser in Iraq, helping train the trainers of the Iraqi security forces in their fight against ISIS.
Parallel paths: military and corporate
Balancing my corporate finance role with military commitments hasn’t always been straightforward, but I’ve had incredible support from my manager and senior partner team. When I first joined the firm, I was upfront about my commitment to the Army Reserve. The senior partner team here immediately understood the value of what I do outside of work and has never seen it as a burden to the business, allowing me to pursue both careers with confidence and commitment.
In fact, the senior partner team played a key role in helping change our reserve leave policy. Back then, reservists had to take unpaid leave or use their holiday allowance to fulfil their duties. We now offer ten days of paid leave annually, which has made a real difference to all of our serving reservists across the firm.
Transferable skills that shaped my career
One of the most defining moments in my career came after returning from my deployment in Iraq. I took time to reflect and realised that the experience hadn’t pulled me away from my professional path – it had propelled it forward.
Between 2017 and 2021, I commanded an infantry company of 110 soldiers. That responsibility sharpened my ability to lead under pressure and make decisions with conviction – skills I now draw on daily when working with C-suite executives and navigating complex boardroom dynamics. The leadership, adaptability, and resilience I developed overseas became invaluable assets.
A moment that really brought this to life was during a meeting when I was deployed overseas. I had brought along my boss to meet with the senior officer, as there were potentially sensitive matters to discuss. The meeting could have gone either way, however I applied what I had exercised many times in my corporate finance career, which often involves complex stakeholder management, and on conclusion of the meeting all parties were content with the outcome. On the journey back, my boss asked, “Is that what you do in your civilian job? Because if so, I want more people like you.” That comment stayed with me – it was a powerful reminder of how transferable and valuable these skills are across both worlds.
When I was preparing to become a director, my deployment became a key part of demonstrating my leadership experience. The experiences I brought back of leading in high-stakes environments, managing diverse stakeholders, and staying composed under pressure all ultimately supported my promotion.
Driving change and building community
After returning from my last operational tour, I proposed that we sign the Armed Forces Covenant, a pledge not to disadvantage those connected to the military and ensure both fairness and support. Signing the Covenant was a key step in formalising our commitment to supporting our people who have military connections.
When you’re part of any community, it’s so important to have safe spaces to instantly connect with others who just ‘get it’, because they’ve lived it too. Together with my colleagues Harriet, whose husband serves as an army officer, and Ronnie, a fellow reservist, we’ve built an internal network to connect reservists, veterans, and military families. It’s a safe space where our people can share experiences, offer support, and feel understood without needing to explain the unique realities of military life.
The firm is also enrolled in the Defence Employer Recognition Scheme, which encourages employers to support defence and inspire other organisations to do the same. We started at the Bronze level and recently achieved Silver in recognition of our continued support for reservists and veterans. It’s something I’m particularly proud of.
My colleague Jemma, a military spouse and Senior Manager in our Talent and Recruitment team, has been driving the effort to make our recruitment process more inclusive for people in the forces, too. We’re now part of the Career Transition Partnership (CTP), a programme that connects service leavers with civilian employers. As a member, we advertise relevant roles on the CTP platform that align with the skills and experience of those coming from a military background. It’s a meaningful step that shows we’re open and committed to welcoming talent from the armed forces community.
Looking ahead – and advice for aspiring reservists
Thinking about the years ahead, I want to continue leading, within the firm and in Defence. I’m excited to keep building on the complementary skills I’ve gained from being part of two very different worlds.
Whether it’s the reserves or another passion, our outside interests can enrich our professional lives. Years ago, someone told me that corporate finance and the reserves don’t mix, and it had to be one or the other. I’m pleased to report that’s not true. If you’re passionate, communicate clearly, and build a strong support network, you can make it work.
Image credit: Donald C Todd
