Leadership Lessons with Timothy Fassam, Group Director of Public Affairs at Phoenix Group

Peter Ferguson, Managing Consultant at Hanson Search, sat down with Timothy Fassam, Group Director of Public Affairs at Phoenix Group. Timothy shared his unconventional route into public affairs, the growing professionalisation of the industry and how technology, data and purpose are shaping the next generation of leaders.

How did you get into public affairs?

After university, I joined the Barclays Business Leadership Programme to learn about corporate culture and explore different career paths. Following the programme, I took on a role supporting the Chairman with his trade association work at the British Bankers’ Association, which gave me my first real exposure to public affairs. When Barclays’ Head of Public Affairs left and wasn’t replaced, I volunteered to take on parts of the role. Before long, I was helping to advise the CEO on his political programme and then the financial crisis hit. At just 25 or 26, I suddenly found myself working directly with the Chairman and CEO of one of the world’s largest banks. It was very much a “thrown in at the deep end” experience and somehow, I managed to stay afloat. That experience defined my career in public affairs. Unlike many who come through Westminster, my path has always been in-house.

What qualities do you think leaders in public affairs need in 2025?

Understanding politics and how influence works in a multi-party democracy is a given — it’s the hygiene factor. Beyond that, three qualities stand out.

• Firstly, policy knowledge. I’ve always led combined public affairs and policy teams because policy experts are often the best advocates. In a regulated industry, you can’t engage credibly without a solid grasp of the technical detail.
• Secondly, strong commercial acumen. Internal credibility depends on how well you understand the business, how policy and political change affect commercial outcomes. That understanding allows you not only to protect the operating environment but also to improve it by offering practical solutions.
• And thirdly, purpose. The most effective public affairs leaders work for organisations with a clear mission that serves both business and society. Purpose provides direction; It moves you beyond self-interest and anchors your work in creating lasting, meaningful impact.

What are your key challenges right now, and how are you navigating them?

Leadership itself has become a major focus. In public affairs, people are often promoted for their technical expertise rather than their ability to lead, which can result in underinvestment in people management. Inspiring teams, setting a clear and compelling vision, and communicating how to deliver it are now critical leadership skills. Another challenge lies in operating within an increasingly fractured political environment. We all need to rethink how we engage with emerging political movementsand how to operate within a more polarised and emotionally charged public debate. And then there’s AI. It’s already transforming the way we work, from how we create thought leadership to how governments process consultation responses. AI rewards credible, data-driven content, making authenticity and substance more valuable than ever. The real opportunity lies in using AI to elevate the distinctly human qualities that define great public affairs professionals – emotional intelligence, creativity and strategic thinking.

How open is government to engaging with your industry?

On core economic issues, the door is wide open, as it was with the previous government. The pensions and savings industry manages vast assets, so there is a natural interest in collaboration. There is also a shared agenda around boosting investment in productive assets such as infrastructure, venture capital and growth equity to improve customer returns. Success depends on bringing solutions, not just highlighting problems  and on demonstrating that your agenda supports broader social and economic goals. Governments are far more receptive when you approach them as a partner in delivering positive outcomes.

How important is public affairs representation at board level?

It’s essential. We’re fortunate to have a highly engaged Chairman, Sir Nicholas Lyons, and an ExCo that truly recognises the value of public affairs. Political and geopolitical issues are now regular fixtures on board agendas, a trend we’re seeing across industries. Boards today are devoting more time to navigating global complexity, not just because the world itself is more complicated, but because information moves faster than ever. The speed of transmission means political developments can have immediate business consequences. To manage this effectively, boards need insight, foresight and trusted relationships.

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

The public affairs industry is evolving rapidly. As the profession continues to mature, we’re seeing a shift from political operators to genuine public affairs practitioners — people who combine political insight with policy understanding and commercial acumen. Technical and data skills are becoming essential. Every public affairs professional will need to demonstrate how they use technology to enhance their impact, whether that’s through research, analysis or stakeholder engagement. Statistical literacy and the ability to interpret data are now core capabilities. Commercial credibility will also define the next generation of leaders. Understanding how the business operates, not just the political environment, is what sets great leaders apart. The best leaders will be those who can translate political and policy change into commercial opportunity and build strategies that create value for both business and society.

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

It’s a brilliant career. It’s fascinating, fast-paced and gives you the chance to meet incredible people and learn something new every day. My first piece of advice would be simple. Go for it. Second, learn early to park your own politics at the door. Your role is to understand and navigate the entire political landscape, not just the part that aligns with your personal views. And finally, focus on getting things done. There’s a risk that corporate affairs professionals can be seen as “all talk,” so it’s vital to show impact. Start small if you need to, but focus on outcomes and delivery. If you’re passionate about the work, can leave ego behind and are driven by results, you can build a hugely rewarding and influential career in public affairs.

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.