Leadership Lessons with Greg Thompson, Head of Public Affairs at Go-Ahead Group

Peter Ferguson, Managing Consultant at Hanson Search, sat down with Greg Thompson, Head of Public Affairs at Go-Ahead Group, to explore what leadership in public affairs looks like in today’s shifting policy landscape. With a career that began in Westminster during the Brexit years and now spans one of the UK’s largest public transport operators, Greg shares his insights on strategic influence, stakeholder complexity, devolution and how the profession must evolve to remain relevant and impactful.

How did you get into public affairs and politics?

I followed what I’d describe as a traditional path into public affairs, starting out working for a Member of Parliament. From 2016 to 2019 I worked in Westminster, the EU referendum had just happened and it was an intense but brilliant introduction to politics. The MP I worked for sat on the Transport Select Committee, which was great as I’ve always been interested in transport policy. The exposure to national and constituency-level issues gave me detailed insight in to  how policy affects people’s lives.

I was fortunate to get involved  in every policy area, including health, education and infrastructure. It’s fast-paced, wide-ranging and for anyone looking to get into public affairs, I’d say it’s still one of the best places to start.

What do you think are the key qualities needed from leaders in public affairs and politics in 2025?

For me, the standout qualities are strategic foresight, agility and digital influence.

Strategic foresight is about more than knowing what the government has said it will do, it’s about anticipating future developments that could reshape your environment. Especially in a sector like public transport, where policy decisions can have huge commercial implications, you need to stay ahead of the curve.

Agility is equally important. Politics is unpredictable and you need to be prepared to adjust your strategy quickly. Even when policy seems fixed, new legislation, ministerial reshuffles, or shifting public sentiment can rapidly change the context.

And then there’s digital. Public affairs leaders need to understand how to use digital platforms, not just for communication, but for influence. Charities and NGOs often do this well, but I think the corporate world still has work to do. Digital engagement is no longer optional; it’s an essential part of advocacy.

What are the key challenges you’re facing at the moment, and how are you navigating them?

One of the biggest challenges we face is the complexity of our stakeholder landscape. Public transport sits within a web of governance from national government to mayors, local authorities and increasingly, devolved bodies with responsibility for transport. In London, that means Transport for London. In Greater Manchester, it’s the mayoral combined authority. In places like Cornwall, it’s the local council. Navigating that mix makes engagement more demanding. At the same time, we’ve seen some major shifts in policy from the Bus Services Bill to changes in rail and wider devolution of powers. These are reshaping how our sector is funded and regulated. It’s not enough to respond after legislation changes.

That’s why I focus on building relationships early, engaging openly and positioning Go-Ahead as a trusted partner. We want to be at the table before decisions are made, not chasing them after.

How important do you think public affairs representation is at board level?

At Go-Ahead, we don’t have a public affairs leader on the board, but we work very closely with the executive leadership team. Our role is strategic and advisory. We support not just group leadership but also the managing directors of our bus operating companies. Our focus is on influence and integration. If your voice is respected and you’re involved in key decisions, you don’t necessarily need to be on the board to have board-level impact. What matters is that public affairs is embedded in the business and that there’s a shared understanding of its value.

How do you see public affairs evolving over the next five years?

There’s growing pressure for public affairs activity to be more visible and accountable, not just in terms of how organisations engage with government, but how government engages with stakeholders. Initiatives from groups like the CIPR to establish clearer lobbying standards are a welcome step.

Responding to consultations isn’t enough anymore. Building long-term, constructive relationships with policymakers, before and after legislation, is becoming the standard.

For our sector, and increasingly others including education and health, decision-making is shifting from Westminster to the regions. That means public affairs teams need to build strong local relationships and be present nationally, not just in the capital.

What advice would you give for someone looking to build a career in politics and public affairs?

My number one piece of advice is to build your network and stay connected. It’s often said that it’s not what you know but who you know and while that’s not always true, it does reflect the relationship-driven nature of this work. Keep in touch with people, ask questions, show up to events, and stay curious.

But just as important is knowing your “why”. Public affairs is not a 9-to-5 job. It’s fast, it’s reactive, and it often runs at the pace of politics, almost constantly. You need to be genuinely interested in the sector you’re working in. Whether it’s transport, energy, health, or something else, you must care about the subject and be prepared to become a true expert in it.

I’d also love to see more entry routes into public affairs beyond the traditional graduate pathway. I believe there’s a real opportunity to introduce apprenticeships or alternative schemes that open the profession to people from different backgrounds. The earlier we can reach people and show them this is a viable, impactful career path, the better it will be for every industry and the communities we serve.

Whether you’re hiring top Digital talent or considering your next career move, our team would be delighted to support you.

Peter Ferguson is Managing Consultant in the Public Affairs Practice. Peter advises and supports some of the world’s most renowned communications consultancies, boutique public affairs agencies and global in-house clients.

Hanson Search is a globally recognised, award-winning talent advisory and headhunting consultancy. Our expertise lies in building successful ventures worldwide through our recruitment, interim and executive search in communications, sustainability, public affairs and policy, digital marketing and sales.