Leadership Lessons with Chantelle de Villiers, Director of public Affairs at Sage

Peter Ferguson, Managing Consultant at Hanson Search, sat down with Chantelle de Villiers, Director of public Affairs at Sage to discuss her journey into politics, the evolving nature of leadership in 2025 and how businesses can navigate an increasingly complex policy landscape.

How did you get into public affairs?

I was born and grew up in Zimbabwe. Politics was always a topic of discussion at home, especially during Mugabe’s presidency. when we lost our farm and we relocated to the UK. Having lived through such political upheaval I developed an interest in how politics shapes people’s lives. This led me to studying politics at university. During this time, I reached out to my local MP for work experience, which led to a placement in his office. After supporting his 2015 election campaign, I joined him in Parliament. I later worked with MPs for nearly five years, gaining an understanding of how Parliament operates and how to engage and influence MPs and government effectively.

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

I’d say there are three essential qualities : strategic foresight, agility and emotional intelligence. Strategic foresight to horizon-scan, spot trends and anticipate not only policy and regulatory shifts but also wider societal ones. Agility and adaptability are equally important. Politics moves fast and is only accelerating, so public affairs leaders must navigate this complexity and stay ahead in a changing global landscape. Finally, emotional intelligence. Public affairs is about people, about selling ideas, influencing outcomes and understanding what drives stakeholders emotionally. You need to connect with people, build trust and always understand public sentiment.

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

Technological and regulatory change are a constant challenge. We’ve seen the rise of generative AI which is now moving towards agentic AI. As a technology company, we must anticipate not only where innovation is heading but also the new risks and opportunities. Geopolitical instability is another major challenge. We’re operating in markets including France, the US and the UK, which are all experiencing varying degrees of political turbulence. Aligning global strategies where there is little political alignment is incredibly complex. Then there’s the geopolitics of AI. On a recent visit to Washington, it was clear that the US sees AI dominance as a modern-day arms race. It’s exporting its AI tech stack globally and shaping trade discussions around it. For us, the challenge is navigating this politicised landscape while continuing to operate as a global business.

Do you think public affairs representation is important at board level?

Absolutely. Policy risk equals strategic risk. Regulatory changes can impact businesses and so public affairs must be represented to anticipate and mitigate those risks and to identify opportunities. We bring what I call the “outside in” perspective. Which is helping any company understand the broader policy environment, public sentiment and early warning signs that could impact reputation and strategy. It’s easy for leadership teams to develop tunnel vision; our role is to ensure they see the full picture.

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

I think public affairs will become even more integrated into business strategy. Geopolitical shifts are reshaping how global companies operate and CEOs increasingly recognise the value of having public policy teams involved in strategic planning. We’re also seeing domestic policy being shaped by international forces. The AI debate, for example, has evolved into a wider conversation around tech sovereignty. With regions like Europe and the US taking diverging approaches, global businesses like ours must navigate competing priorities around data localisation and regulation.

And finally, AI itself will transform how public affairs operates. The industry has always struggled to quantify impact because a lot of what we do is long-term. AI tools could revolutionise how we track influence, sentiment and outcomes in policy work, making the function far more data-led.

What advice would you have for someone looking to build a career in public affairs or politics today?

Get a wide range of experience; exposure to government, business, civil society and the civil service. Each gives you a different perspective on how decisions are made and how influence works. Start by getting in touch with your local MP and offering to volunteer or work in Parliament. It’s one of the best ways to understand the political process up close. Then, if you can add experience in the private sector or with an agency, you’ll have that full 360-degree view that makes you incredibly valuable in the long run.

Whether you’re hiring top Public Affairs 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.