Tell us about your background and career journey – what led you to your current role, and ultimately to the IoD?  

I moved to Jersey in 1999, fresh out of university where I studied Law and French, armed with two suitcases, not knowing anyone, ready to start an ACA qualification with a ‘Big 4’ firm. 

Fast-forward 11 years later, there had been a brief foray into fund accounting and seven years spent working in forensic accounting and regulatory advisory. 

Pictured: Alex Ruddy spoke about how she juggled raising three children whilst building a dominant career in business leadership.

I had also married and had three children during that period. I was the first senior manager to work on a part-time basis and struggled to deal with the demands of the role with three small children. Ultimately, something had to give so I took a five-year career break to support my husband’s career. 

When my youngest started school, I decided to return to the workplace – initially via a zero-hours contract – but then, never one to shy away, I launched Oben Law & Regulatory with my partners in 2016. I was 39 with three small children and it was daunting to say the least.  

I quickly realised, after many conversations about my own journey, that there were many women who wanted to return to work but felt there were too many barriers. I sat on numerous forums debating how to tackle this situation and spoke to decision makers and influential business leaders. 

One of these leaders was Lisa Springate, who at that time chaired the IoD and asked me to join the IoD industry sub-committee. 

I’d found my tribe: a group of passionate industry leaders willing to have those difficult conversations and work for the good of the business and wider community. I became involved in IoD because I wanted to make a difference – and still do. 

Part of the IoD’s role is nurturing and developing great leaders – what does leadership mean to you? Can you give us an example of great leadership you have experienced or an experience that helped mould your own approach? 

I am fortunate to be privy to numerous forms of leadership in diverse sectors. 

My role on the Board of Governors at Victoria College and VCP exposes me to leadership within the public sector, chairing the IoD industry sub-committee meant working with leaders from all industries on-island, and indeed my primary role as director at Oben means I interact with Boards across the financial services industry on a daily basis.   

Pictured: "A leader will achieve more together than alone."

I see varying degrees of success leading teams. For me, leadership should be about collaboration. In my view, an organisation (or a community) is unlikely to succeed if there is a culture where one person dictates from the top. To see economic growth and achieve strategic goals, collaboration is vital.

Teams will work best collegiately, where diverse ideas are debated in a safe environment. If every voice is heard, this will engender innovative and collaborative working practices. A leader will achieve more together than alone.  

Nicola Robinson, my line manager during my formative years, was my mentor. I greatly benefited from her leadership skills where I felt heard, nurtured and challenged in equal measure. I have tried, hopefully successfully, to emulate this same manner.  

Can you set out what you see as the main challenges for local businesses – and the wider island – over your term of office?  

The economic climate is certainly challenging currently. This is having an impact on retention of resource, standard of living and overall wellbeing as a business community and an island.  

Whilst there is no silver bullet to these global issues, we will be working with members to understand the ramifications of policy decisions that will impact this, and how we might best support members in these challenging times. 

However – and this is not just limited to my tenure – it is clear that the aging demographic, skills shortage and evolution of traditional careers with the impact of technological advances are our biggest concerns as an island. 

What role will the IoD play in helping with those? 

I am fortunate to be surrounded by a team and a membership with experience and expertise to help inform interaction with decision makers. I welcome input from our membership base and am looking forward to drawing on our cumulative wisdom. 

Under [previousIoD Chair] Natasha Egré’s tenure, we appointed an IoD Economic Adviser. She works closely with me and the Department of the Economy to relay member concerns, examine economic policy and ensure that the IoD is at the forefront of these discussions. Members can be assured we work tirelessly to ensure that our voice is heard. 

For those who know me well, it will come as no surprise that I have “hit the ground running”. I am acutely aware that two years will pass quickly and having set out my strategic priorities I intend to deliver. 

When my firstborn arrived on his due date, my office sent flowers with a card reading “you never miss a deadline”. I feel incredibly fortunate to have a team who share my vision and have the same desire to meet those deadlines. 

I recently met with government representatives, students and IoD colleagues looking at addressing the aging demographic and skills shortage issue through a tangible project. I am hugely excited about seeing measurable outcomes.  

Whilst we do hold events to engage with the business community and debate topics, the IoD is, behind the scenes, working with Ministers, government and industry leaders to challenge policies, provide input and work on initiatives to address key island concerns. 

A key goal you have set out is to work with the next generation, why is that? 

Having three teenage children, I am keen to ensure that I do as much as I can to future-proof the island – and indeed the IoD.Selfishly, I would like my children to have the option of pursuing a career in Jersey if they so desire.  

I also want to ensure that we all enjoy a happy retirement, safe in the knowledge the island is being run by capable, compassionate leaders.Engaging the NextGen in the process now is crucial.

Surprisingly, given their tender age, their voice is often wise. They have sound ideas (innovative, in fact), and they should be part of the process we undertake now to ensure that the diverse views I spoke about previously are taken into consideration.  

If Ministers and government leaders are making decisions now about matters that will impact our Gen-Z colleagues, surely they should have a voice? My desire is clear: to ensure that, collaboratively with Chamber of Commerce, we give these people a voice and also a community. 

The younger generation is notoriously difficult to engage with; how are you planning to cut through that generation gap and foster meaningful connections? 

I think you might be surprised to hear that I don’t agree with this statement.  

Regardless of generation, we all have one desire, and that is to belong and feel valued. Invariably, this can be achieved through purposeful listening, challenging concepts and ideas help the NextGen through coaching and mentoring.  

I have listened to a number of talented young people ranging from secondary school pupils to those in the workplace and I have seen such variety of thought, ideas and vision that I believe we must tap into this new generation of thought leaders. NextGen leaders are apparent if you take the time to listen. 

Working in collaboration with Chamber, we have identified some leaders from our contacts. We have tasked this core group with determining how to drive this agenda. 

Much as I would like to think I am still that age, it is clear that my priorities differ, so, to get this balance, we need the NextGen to lead on how they believe this will operate more successfully. 

In summary, we have identified some NextGen leaders to work with us to drive the vision.  

What skills and leadership qualities do you see as most important for the next generation to develop, and how can the IoD support that? 

If you think back to the workplace in 2009, it is remarkably different to the current one.This is only going to evolve over the next 15 years.  

NextGen leaders must be adaptable to change, innovative, fast-thinking and nimble with action. However, much as we see that traditional jobs may be impacted by technology, leaders will still have to act with compassion. 

IoD has recently issued a Code of Conduct for directors for consultation. Having these six key principles at the heart of any leadership is, in my view, going to continue to ensure robust governance. These principles are: leading by example, integrity, transparency, accountability, fairness and responsible business.  

I think the last principle will be crucial for NextGen i.e. integrating ethical and sustainable practices into business decisions, and taking into account societal and environmental impacts.Through our mentoring schemes, our professional development and our extensive network we can facilitate and enable our NextGen to live and breathe leadership and governance through these six core principles.  

Being collegiate and collaborative is important, but so is being unafraid to put in robust challenge where necessary… How do you see the IoD handling that during your tenure? 

Absolutely. However, I will add one caveat: robust challenge, in my view, must be through a measured, evidence-based approach.  

I would like to turn the traditional approach on its head. As IoD, our membership comprises successful, experienced and skilled leaders. We have the expertise to assist decision makers through informed, evidence-based discussion. 

Pictured: Mrs Ruddy believes NextGen leaders must be "adaptable to change, innovative, fast-thinking and nimble with action".

Whilst this might involve difficult conversations, of which I am accustomed, ultimately, we all have the same goal: an island where people want to live and work.  

We are now halfway through the political term, and just two years from the next election – last time round, the IoD campaigned for more ‘capable leaders’ to enter the fray. What are you hoping to see from the next crop of candidates, and what support, if any, will the IoD be offering along the way? 

I would like to see all leaders engender the same principles as set out in the Code of Conduct described above. A leader must also recognise their own limitations.You cannot have expertise in all areas, therefore building a team of advisers around you is crucial.  

The IoD membership is diverse – it covers all industries, ages and backgrounds and can be a valuable tool for politicians to use. Ensuring that you listen purposefully to the electorate is key – and not just the vocal minority.  

Anyone who knows me well is probably fed up of the words “evidence” and “data”,but we must ensure policies are based on such rather than opinion or lobbying.I would welcome the opportunity to engage with any potential candidates.  

Imagine that you’ve just finished your term of office… How do you want it to be remembered? 

When I was appointed to the role, the numerous comments on social media forums or private messages referred to my energy and “can-do” attitude.I hope that my term of office is remembered for its energy, community, collaboration and can be measured for the outcomes delivered.  

I would like to think that the branch will have a thriving NextGen community and our core principles of leadership and good governance stretch through private and public sector with more individuals involved with our professional development offering and mentoring scheme.  

With the drive and passion of my team, who share my vision, I feel sure that we can continue to build on the fantastic work undertaken by previous Chairs to make Jersey the successful branch it is. 

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This article first appeared in Connect Magazine, which you can read in full below...