Core Partnership

This is a series of short discussions with Company Secretaries over a coffee to take a glimpse into their careers and lives and thoughts on the profession.

Let’s meet Habibunnisha Patel, General Counsel & Company Secretary at Cancer Research UK. She trained as an M&A lawyer and spent 10 years at Slaughter & May before building a portfolio career in international development. Her first General Counsel & Company Secretary role was at Save the Children UK – and she moved to her current role in 2022.

Jon: What attracted you to a career in governance?

Habibunnisha: I’ve always had some exposure to governance, particularly in private practice, but I first saw it up-close during a secondment to a sovereign wealth fund in Dubai while working at Slaughter and May.

Since moving into the voluntary sector, I’ve worked with a range of organisations including Islamic Relief Worldwide, Muslim Aid, Save the Children UK, and now Cancer Research UK. International development organisations all face challenges – due to external pressures such as conflict, climate change, and then COVID; or operating in an international landscape where the civic society space is shrinking.

Governance has always been a key part of navigating these complexities. So it’s something I’ve grown accustomed to, rather than something I consciously chose – it came as a natural progression. The question has made me realise that, in many ways, I’ve never really known anything else!

How did you find the addition of a Company Secretary role?

I’m a lawyer by training, but I’d say I became a governance professional through hands-on experience – learning by doing and gaining early exposure to how strategy is set, and decisions are made at the executive management and board trustee level.

When I applied for the role at Save the Children UK, the Company Secretary responsibilities were already part of the General Counsel role. The governance function was consolidated into my team early on, which deepened the focus of my role on effective governance. It was a journey of evolution rather than a deliberate shift.

What advice do you wish you’d got when you started in governance?

Governance is a fascinating role because it gives you access to some of the most important conversations at the highest levels. But I wish someone had told me: it makes holiday planning incredibly tricky!

The board and executive cycle dictate your schedule, meaning you often have to plan your breaks with precision. Finding the right windows and making the most of them is key; when those opportunities come, you have to grab them!

Give us a memorable governance challenge – and how you handled it

Tackling culture to strengthen an organisation. One of the hardest things to get right is ensuring that people are motivated and aligned with your organisational values so you’re all pulling in the same direction, towards a shared mission. When culture works well, it’s a powerful force for impact. When it doesn’t, it can be a major distraction.

One of my former executives said 90% of my team’s work was unknown to the wider organisation because of the necessary level of discretion in managing significant risks. I took that as a positive – it meant we were doing our job effectively.

The key lesson I’ve learned is that you have to meet an organisation where it is – understanding its culture, history, and why it operates the way it does so that you can understand how to effectively influence change. One of my current trustees gave me a piece of great advice: translate what you know, instead of transferring it. Every organisation is different, and success in governance requires adapting your experience to fit the context.

Do you advice for how to get into a top governance job? 

I strongly advocate for gaining experience, whether through a traditional or a more non-linear career path. There’s real value in breadth, and I encourage people to seek exposure to different areas that align with their long-term goals.

If you know the role you want, be deliberate about gaining the right experience and discuss it with those who can support your development. Exposure to those environments is key to growth, and people learn best through access, opportunity, and engagement. The clearer you are on your goals, the easier it is for others to help you get there.

And what’s the split between legal and governance?

The General Counsel and Company Secretary functions are naturally aligned and intertwined. While my current title is split between legal and governance, my remit also includes sustainability (including EDI), risk, and assurance which are just as core to my role.

I don’t get caught up in defining what “hat” I’m wearing in every interaction – whether with senior management, trustees, or my team – unless legal privilege is involved, where being deliberate about the distinction is necessary.

Governance is inevitably a significant part of my role, acting as an enabling bridge between the board and the executive management team. Beyond that, there’s also the operational function, ensuring our governance rhythm operates smoothly from one quarter to the next as we go through the financial year, and those all-important deadlines are met. A strong team is critical in making sure these processes run smoothly, so that it can create time to focus on higher-value strategic work.

What are the crucial values for a governance role?

At Cancer Research UK, we have four organisational values, but two stand out as particularly relevant for governance roles: human and credible – because governance professionals are privy to highly sensitive and commercially confidential information.

Being human means understanding the responsibility that comes with such access, ensuring trust and integrity in all our interactions, being a team player and an effective communicator and sometimes, being brave. Credibility is just as critical. It reflects the reliability and accountability expected in handling our engagement and this information with utmost care.

These values also guide the recruitment process, ensuring every team member holds those confidences responsibly and aligns with the core values of the organisation. They shape a strong, trustworthy governance team.

What do you most enjoy about your job?

The breadth of the work. The variety keeps things interesting, offering a unique opportunity to engage with a wide range of challenges and responsibilities.

There’s something incredibly fulfilling about working with purpose – knowing you’re helping a charitable organisation achieve the greatest impact possible. For me, it’s deeply personal; I’m truly passionate about the missions of the organisations I’ve worked for. 

I know not everyone finds it easy to transition into the not-for-profit sector, but for those who can, the sense of purpose and contribution of value to achieving impact can make it deeply rewarding.

Any tips for moving into a not-for-profit organisation?

It can feel like stepping into the unknown, but it’s a journey that’s absolutely worth taking. I recommend reaching out and connecting with people in the sector. You’d be surprised how generous people are willing to be with their time and advice, and those conversations can really help you find your way.

Be prepared to take some risks along the way. It’s natural to feel a little uncertain, but pushing yourself outside your comfort zone could lead to some of the most rewarding experiences of your career. Keep an open mind and say “yes” to opportunities that come your way. Sometimes it’s the unexpected turns that end up shaping the most fulfilling career paths. The not-for-profit world is all about purpose and passion.

What excites you professionally in the year ahead?

Plenty! We’re in a great space as a team right now, having established strong foundations across every area of the general counsel function. Building on those foundations to drive growth and implement key initiatives feels like we’re entering a phase of real momentum and opportunity.

What are the biggest challenges facing governance?

It is increasingly seen as business-critical. Organisations need to demonstrate responsible decision-making while also enabling agility and flexibility. Since the pandemic, there’s been a noticeable rise in scrutiny of boards, ensuring decisions align with their duties to all stakeholders. This heightened attention has placed a sharper focus on the effectiveness of governance functions.

AI: challenge or opportunity?

It’s both. AI offers huge potential as a tool to improve efficiency – for example, by streamlining processes like minuting meetings. However, as with any powerful technology, it also requires careful oversight to mitigate risks and ensure it’s implemented responsibly.

How do you manage to stay up to date?

It’s a challenge, and I hear the same from many senior professionals in legal and governance roles. There’s no one-size-fits-all solution, but it’s something I’m prioritising more as we enter this financial year, given the wave of changes coming through.

The key is tapping into reliable resources: professional and GC forums, external partners offering know-how, panel sessions, and brilliant training opportunities. External training and conferences also play a big part, but staying proactive is essential to manage it all.

How do you handle disagreements with stakeholders?

Governance professionals often wear a second hat as diplomats. Handling these tricky situations requires impartiality, diplomacy, and a deep respect for the diverse perspectives in the room. It’s about listening actively, ensuring all voices are heard, and steering the conversation towards common ground.

Trust is essential – believing that everyone is striving for the right outcome can help de-escalate tensions. Maintaining a calm, measured approach and focusing on shared goals allows for more constructive discussions and resolutions.

What about outside work?

For me, the outdoors is my happy place—whether I’m up a mountain or diving into the ocean, that’s where I truly feel alive. Like most of us these days, I spend a lot of time glued to my laptop, so stepping away and reconnecting with nature is essential.

I also love reading (though I wish I could do more of it) and I love the theatre. Recently, I’ve been making a conscious effort to enjoy it more often, and it’s been fun.

Achieving work-life balance is an ongoing process, not a one-time solution. It starts with self-awareness – identifying what brings positive energy into my life. I prioritise those activities, whether it’s spending time with loved ones, pursuing hobbies, or simply taking time to recharge.

Equally, I strive to set boundaries between work and personal life. While I recognise that staying busy can be fulfilling, it’s essential to avoid overloading myself. Balance isn’t about perfection, but conscious choices to create harmony in day-to-day life. I deeply value the well-being of those I work with, and I hope I take steps to support them, recognising that a healthier work culture contributes to everyone’s balance. It’s a learning journey, but mindfulness and intentionality guide me along the way.

What personal attributes have made you a better governance professional?

One key attribute I’ve consciously worked on is maintaining a sense of humour. Governance roles can be very detail-oriented, and it’s easy to get buried in the minutiae. A sense of humour helps keep things balanced and fosters a more enjoyable, human connection with colleagues. Additionally, I’ve developed self-awareness and identified areas where I could improve. 

For instance, I seek feedback from my team – though some of it may be less constructive, it’s always revealing! This collaborative approach helps me continually grow and refine my skills.

Finally, I focus on building a positive, engaging work environment. Finding ways to inject fun into the workplace not only boosts morale but also creates a stronger, more cohesive team dynamic.

Interview by Jon Moores.

Coffee Break with a CoSec: Habibunnisha Patel | Governance and Compliance Magazine

Additionally, if you need advice on staff retention, benchmarking, permanent or interim hiring or would like to have a confidential discussion about your job search, then please reach out to a member of The Core Partnership team on 020 3589 0333, or via email on team@core-partnership.co.uk.

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