Tell us about your background

I started my career at PwC as an auditor, specialising in alternative assets across the Channel Islands, UK and Australia. In the latter half of my time with PwC, I found myself more drawn to capital markets, so I transitioned to an advisory role, leading the investment trust capital markets team advising on IPOs and capital market activities.

Over the years, I’ve advised more than 60 IPOs and capital raises across a wide range of asset classes, including private equity, real estate and infrastructure funds, and through to more esoteric assets such as music royalties and shipping funds. Fast forward to 2020, when I decided to make a change and left PwC to become a portfolio non-executive director and now hold Board positions in four FTSE 250 companies including JLEN.

What attracted you most to work with JLEN?

With all the transactions I’d been involved in, I realised I’d always gravitated towards real assets. There’s a sense of pride you get from these investments. They’re tangible, you can relate to them, and in many cases they contribute positively to the world. When I first joined JLEN, they were at a fascinating crossroad. But what particularly impressed me was how the team had already diversified beyond traditional wind and solar into areas like anaerobic digestion – a move that seemed to be paying off.

The incredible management team was also a huge plus point for me. When you’re on a Board, trust in the management team is paramount. The management team is sharp, they tackled every question or challenge head-on, and displayed a healthy dose of conservatism and appreciation of the risk-reward dynamic, which is exactly what you want in this space. I felt a true sense of partnership and it was clear they’d created a safe space for open communication. Knowing that they’d keep the Board fully informed instilled a great deal of confidence.

What have been your highlights since you’ve joined?

Contributing to ensuring the overall health of the company has remained strong despite the challenging economic backdrop of recent years. Being able to maintain a healthy cash flow and to consistently pay a progressive dividend has been the biggest thing for me. Shareholders rely on that regular income, and it’s a core reason many investors choose JLEN.

Another highlight is the way in which JLEN has proactively enhanced their communications strategy, making information about JLEN and the overall sector more accessible to retail investors. It’s exciting to see this work pay off as we have built a strong retail following. It’s been a long time coming, but it’s very rewarding to see these efforts come to fruition.

How important is the role of Directors when it comes to corporate governance?

In today’s environment the role of directors, particularly for investment trusts, has been more crucial than ever. The significant discounts which have impacted the entire Investment Trust community have compelled Boards to look at investor returns with a laser focus, asking challenging questions about the best way to use cash. The lens of investor interest should always be paramount and that is exactly what a Board is meant to be – the voice of the investor.

What are you passionate about outside of work?

Outside of work, I take pleasure in running and embracing the sea in all its forms. Furthermore, I treasure moments with my family, particularly with my two lively young children and our newest addition to the family, a playful puppy who keeps me on my toes.