Leadership Lessons with Geraint Evans, CEO at the UK Major Ports Group

Peter Ferguson, Managing Consultant at Hanson Search, sat down with Geraint Evans, CEO at the UK Major Ports Group, to discuss his journey from private enterprise to government as a special adviser under 3 prime ministers, then back into the private sector as a partner at Stonehaven and now as a leading voice of the ports sector. Geraint shares his thoughts on how public affairs professionals can build real influence, the importance of aligning government and industry priorities, and why clarity, curiosity and commercial understanding are critical to the future of public affairs.

How did you first get involved in politics and public affairs?

I’ve always had a strong interest in regional economic development and nation building. In the UK, we still have generational challenges in the forgotten about communities, away from the South East and cities. In these communities politics is often unavoidable and investors pay more attention than ever. In my mid-twenties, I launched an agency with my twin brother and over a decade, developed a reputation for working effectively across political divides and bringing a business-minded understanding of government and devolution.

Prior to the 2015 election, I was approached to get more involved. It was a period of significant constitutional change, with the Scottish referendum and EU exit on the horizon and I saw it as a rare opportunity to contribute in a meaningful way. But I didn’t enter government to be a political ‘bag carrier’. I went in as a specialist, as well as special adviser, focused on bridging the gap between government and the private sector, with a clear emphasis on delivery and impact in the communities that needed it most.

What qualities define strong leadership in public affairs today?

The biggest challenge has always been the gap between what government thinks is happening and what’s actually happening in communities and industry sectors. A good public affairs leader must understand both sides, the language of business and the language of government, and close that gap.

Clarity is everything. You need to be able to articulate your objectives clearly, particularly in those high-pressure 15-minute meetings with ministers and secretaries of state. But more important is what happens after the meeting. The most important conversation happens when the CEO leaves the room, between the minister, the special adviser and the private secretary. If that follow-up isn’t clear, aligned and actionable, the impact of the meeting is lost.

We also need to be better at mutually defined interpretation around Government and industry ambition. Governments, politicians and industries use the same phrases and words – but there is often a chasm on interpretation of those same words which hinders decision making.

What challenges are you currently navigating – and how are you approaching them?

Recognition of ports are how you grow an economy as a foundational sector is growing as is the cross-Government approach.

For any sector, any leadership role in public affairs involves managing transition, particularly with a new government trying to funnel priorities. Our aim is to offer clarity at a time when ministers are overwhelmed with choices – some deliverable, some not. In addition it is important to be proactive, rather than dwell on challenges, we must focus on issues we can meaningfully solve and make progress. For example, in the ports sector, we’ve taken a proactive approach to challenging regulatory issues. We’ve built sandbox arrangements with regulators and agencies with a shared benefit, instead of simply seeking a ministerial intervention. A serious and outcome focussed public affairs strategy isn’t just about talking to ministers – it requires hard work, boot leather and a commitment to identify all those colleagues with an interest in particular issue or policy area – and what their motivations are.

Furthermore, it is about understanding the machinery of government as a whole, encouraging alignment and closing gaps between departments and knowing where decisions are really made – they are often far, far away from the ministerial purview.

How important is board-level understanding of public affairs?

It’s absolutely critical. When I was in government, the most valuable or up to date insight didn’t always come from official briefings. It came from conversations with senior public affairs leaders and CEOs – who I had built relations with – who could speak candidly about what was happening on the ground that I could then test and contrast against other advice. There is a growing debate about advancing ‘Chief Political Officer’ roles, and whilst I’m not convinced by the title, I agree with the sentiment. Politics, I don’t just mean party politics, is too often seen as separate from business strategy but the best leaders understand that public policy decisions impact commercial outcomes.

That connection needs to be made at the board level – and I have seen many issues develop over the years that could have been avoided at the outset with a sense check through a ‘political’ radar.

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

Geopolitics and geoeconomics is going to be front and centre. Public affairs professionals can no longer just focus on Westminster, they need to be horizon scanning, benchmarking globally and understanding what’s happening in Berlin, Shenzhen or Helsinki as well as hyper-local issues in the UK.

I’ve always believed that public affairs should help organisations see around corners, throwing the ball much further forward to identify both opportunities and threats. That means looking beyond the UK and bringing a global, strategic lens to every conversation.

What advice would you give to someone starting their career in public affairs?

Don’t rush it, do something else first. Some of the most effective advisers I’ve worked with had real-world experience before they entered government or Westminster. I chose not go to university, instead built businesses outside of London, understood the challenges of cashflow and faced commercial risks with together with investors. That gave me an uncommon perspective when I moved into the public sector. For those wanting to be pursue a career in public affairs, spend time understanding both Whitehall, Parliament, devolution and don’t just focus on the UK. SW1 is one postcode, but the level of understanding between two different arenas of Parliament and Whitehall is still mixed. Get inside a government department, spend time in private offices and see how decisions are really made – or even more importantly, why they aren’t made ! That experience is invaluable.

The most capable public affairs professionals have the ability and willingness to walk towards challenges, not avoid them. Public affairs is about navigating complexity, building consensus and getting things done – and at the same time, having the commercial understanding that drive sector decisions and investment that has a very real long term impact in all four corners of the UK.

Whether you’re hiring 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.