Leadership Lessons with Scott Colvin, Group Director of Public Affairs at Aviva

Peter Ferguson, Managing Consultant at Hanson Search, sat down with Scott Colvin, Group Director of Public Affairs at Aviva. Scott shared the story of his accidental entry into public affairs, his perspective on the qualities leaders will need to navigate politics in 2025 and beyond, as well as his advice for the next generation of professionals looking to make their mark in this fast-evolving field. 

How did you get into public affairs? 

My entry into politics and public affairs was largely a fluke – very much a “sliding doors” moment. After finishing my master’s degree, I sent out around 100 CVs to a whole range of organisations as I didn’t know what career path to pursue. One of them was sent to my local MP in Eastbourne, Nigel Waterson, who offered me some work experience, and then a full-time job. After my career as a political advisor at the Conservative Party was coming to an end, a friend suggested I explore Public Affairs based on my skills and I have not looked back since. 

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

The political landscape is increasingly volatile, which means leaders need to be neutral, flexible and focused on minimising business risk. I often say: “Aviva is my political party” because my role is not to take sides but to ensure we engage with all political parties and manage future risk. With Reform on the rise, Labour and the Conservatives in flux, the Liberal Democrats in their strongest position for 100 years and the SNP potentially recovering, there are many horses to ride. 

Since Brexit, there have also been violent shifts in voter behaviour, which reflect the wider frustration people feel with politics. Leaders need to be able to guide their organisations calmly through that uncertainty. 

And what do you think are the key challenges in your role and how do you navigate them? 

One of the main challenges is anticipating what comes next in a rapidly changing environment. A large part of my role is advising our CEO and Executive Committee, who often want predictions about the future. Another challenge is setting the strategic direction for a public affairs team of 25 people, while also navigating the government’s growing interest in our sector. With public funding tightening, pension funds and financial services are attractive areas for policymakers to deploy capital into UK infrastructure and markets. 

We work hard to ensure Aviva remains engaged positively across all political parties. Aviva is a significant UK business, with around 90% of our workforce living outside London, and we expect to invest £25 billion over the next 10 years. 

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

Public affairs is essential at the most senior level of Aviva. I report into our Chief Brand and Corporate Affairs Officer who sits on the Executive Committee and I also have regular direct contact with our CEO, Amanda Blanc. 

In financial services, politics and regulation directly shapes business performance. That is why continuous engagement with government and civil servants is critical. In earlier consultancy roles, I sometimes encountered scepticism about whether public affairs was really needed. At Aviva, no-one asks that question.  

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

Public affairs is becoming more strategic, with politics at the centre of corporate decision-making. The sector needs to continue to professionalise and not be lazy in thinking former government staffers can solve your problems with a decent contacts’ book. To be successful, you need to understand the commercial side of business as well as how people and institutions operate. Politics is often shaped by human factors – rivalry, competition and personal dynamics – as much as by policy. 

That is why my team brings together people with different backgrounds, from civil servants to regulatory specialists. Having a range of perspectives strengthens our approach and makes us better at what we do. 

What advice would you have for someone looking to build a career in public affairs or politics in 2025? 

At the start of a career, it’s important to gain varied experience. I moved about a lot in my first 10 years – I worked in Parliament, at party HQ, an in-house role and 2 at agencies. Beyond developing that broad experience, its vital to find a niche that makes you stand out from the competition. For example, I wrote a book on select committee training after delivering numerous sessions on it, and people still link me with that specialism, Over the past 10 years I even developed a dinner programme for people in media, politics and business based on our shared love of Crystal Palace FC. It’s been incredibly beneficial to my network building. One junior colleague I worked with at FGS Global even created a dinner series for Welsh communicators and businesspeople in London, which even attracted Aviva’s CEO who is a very proud Welsh woman. 

Finding something distinctive helps you to stand out and creates opportunities to progress.

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.