Managing Consultant at Hanson Search Peter Ferguson, sat down with David Boot, Head of Public Affairs at LNER and chair of the CIPR Public Affairs Group, to explore his route into politics, the growing complexity of public affairs and why developing broad experience and strategic clarity is key for today’s leaders.
Like many, my journey began with a genuine interest in politics. I studied politics at undergraduate level, followed by a Master’s in British politics. From there I worked at DeHavilland for just over five years, which gave me a strong foundation on how policy is made. Since then, I’ve held roles across both the public and private sectors, as well as in consultancy. At university I didn’t have a clear idea of how to break into public affairs, not really being aware of what it was. But I pursued internships and volunteer opportunities to build experience and develop an understanding of how decisions are made at various levels. That gave me a solid grounding and helped me find my path into the sector.
First and foremost you need to be strategic. There’s a risk in this industry of being driven by events and getting caught in a reactive cycle. Strong leaders are clear on what they want to deliver and how their work contributes to wider business goals. Perspective is also crucial. You need to understand how your organisation is viewed by stakeholders and how the policy space has evolved. History and context matter. That understanding helps frame credible and relevant messaging. Finally, clarity in communication is key. Leaders must be able to craft arguments that resonate with decision-makers and bring others on board. Whether you’re pushing for policy change or defending a position, clear and compelling messaging is what moves things forward.
Short-termism is a real challenge. Over the last decade, we’ve seen politics dominated by Brexit, Covid and leadership contests leading to immediate, crisis-driven decision-making. That makes it difficult to plan for the long term. I hope we’re moving towards a space where more strategic issues can be addressed. Another shift is the expanding scope of public affairs roles. In-house professionals now take on a much broader remit, from community engagement to corporate reporting. That makes the job more varied but also more demanding. There’s also a growing tension between local and national messaging. MPs are understandably focused on local issues, but public affairs work often needs to address national priorities too. Smart messaging strikes the right balance between the local, national and sometimes international narratives too.
It’s vital as public affairs, like communications, is a strategic function. It connects businesses to the external environment, helping them navigate policy risks and shape reputation. During the pandemic, we saw just how critical public affairs became. The state took on new responsibilities, from supporting salaries to sustaining entire sectors. Organisations that had senior communications or public affairs professionals in place were far more agile and effective. We could start to see more formal recognition of this in titles, such as Chief Political Officer or Chief Public Affairs Officer. The function must be tied into senior leadership and decision-making. Public affairs leaders often engage directly with CEOs, even if they don’t have a formal seat at the table. That link is essential to aligning business strategy with political and stakeholder dynamics.
Public affairs will only become more strategic. Many business decisions now have political consequences, from EDI to sustainability. Whether in-house or consultancy, professionals will be expected to understand wider trends and advise on how these affect strategy. On the consultancy side, I expect deeper advisory work tied to global trends. The tactical side of public affairs will remain important, but firms that can bring strategic insight will stand out. We’ll also see greater focus on storytelling. While data and evidence still matter, we’ve learned in recent years that emotional narratives often resonate more powerfully with both politicians and the public. Brexit and the rise of populism showed that logic alone is not enough. Strong public affairs campaigns combine insight with human stories that bring the issues to life.
Seek out a wide range of experiences and work across sectors. Try both in-house and consultancy roles. Each context will give you a different view of how public affairs works and help you understand the nuances in what makes campaigns effective. If you’re politically active, use that experience. Campaigning, leading teams and managing messaging within a party structure all build useful skills. It also teaches you how to work with people across the political spectrum, which is vital in this industry. Identify your strengths and work on your gaps. You might be great on policy detail but less confident with networking or stakeholder engagement, or vice versa. Know where you excel and where you need to develop. Finally, get a mentor. Whether through a formal programme or by reaching out to someone whose career you admire, a mentor can help you navigate the early stages of your career and give you perspective on how the industry is evolving. I wish I’d had a mentor early on in my career.
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, supporting 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.
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