Throughout my career as a corporate lawyer and governance professional, I have operated within structured, high-level decision-making roles. At Bridge, robust governance structures and strategic oversight are fundamental, together with stability and continuity in leadership.
My recent transition from Chair of the Board of Trustees to a Consultant reflects these values, and moving from strategic oversight to operational involvement is giving me first hand insights into how Bridge translates strategy into real-world action.
The Role of a Chair
In my previous role as Chair, my responsibilities were clearly defined and intentionally high level and hands-off:
- Providing strategic oversight without operational involvement.
- Acting as a sounding board for the Chief Executive, and offering support, challenge, and advice.
- Facilitating the flow of information and ensuring alignment between the Board and leadership.
- Maintaining influence, but always at arm’s length, respecting the distinction and boundaries between governance and management.
In this role, my legal background helped me evaluate risks, structure discussions, and ensure that governance principles were upheld. However, my ability to implement change was indirect—I could guide but not execute.
The Shift to Consultant
Stepping into a consulting role has changed everything. No longer confined to a governance role, I find myself much more hands-on in Bridge’s operations, with:
- A shift from high-level oversight to active participation.
- The ability to support and directly implement change rather than advising from a distance.
- Engaging in problem solving alongside the leadership.
Rather than influencing from the boardroom, I now work hands on to ensure strategic plans lead to tangible results – ultimately improving client outcomes.
Navigating the Challenges
This transition comes with its own set of challenges, requiring a mindset shift and a different set of skills:
- Letting go of governance-focused thinking – moving away from the detached perspective of a trustee and embracing execution.
- Developing a more practical and hands-on skill set – Unlike a governance role, where the focus is on long-term strategy and compliance, consulting requires me to get involved in real time problem solving.
- Redefining my approach – Instead of stress-testing ideas, my role now requires active collaboration and practical solutions.
Rewards of the Transition
Despite the learning curve, the transition is proving incredibly fulfilling.
- Seeing direct impact – Rather than advising from a distance, I now have a front-row seat to the outcomes of my work and witness first-hand the impact Bridge has as a solution-driven, mission-focused partner.
- Stronger engagement – Being more involved has deepened my connection to Bridge’s mission.
- Applying my expertise in new ways – Governance remains important, but now I use my legal and commercial expertise in a more applied, practical manner to address real operational challenges.
Both roles – governance and execution – are critical and the shift to a more hands-on position has been both challenging and deeply rewarding. This transition has reinforced my appreciation for operational execution and its role in driving real change.
Being able to move beyond governance and into the heart of Bridge’s work has been a refreshing and meaningful evolution in my post-corporate career. I’m proud to work with Bridge, a forward-thinking organisation which combines strategic oversight with operational expertise to deliver high-quality mental health services.
