Coffee break with a CoSec: Jaime Tham, Group Company Secretary at Kier Group
This is part of our Coffee Break with a CoSec series – short conversations with Company Secretaries over coffee, taking a glimpse into their careers, perspectives, and lives outside the boardroom.
Today, we’re delighted to introduce Jaime Tham, Group Company Secretary at Kier Group, one of the UK’s leading infrastructure services and construction companies. Jaime is not only a senior governance leader in the FTSE-250, but also notably the only Company Secretary of East & Southeast Asian heritage in the index. She is also a co-founder of the Asian Corporate Governance Network (ACGN), which is dedicated to increasing visibility, connection, and representation for ESEA professionals in governance.
Jon: Jaime, what first attracted you to a career in governance?
Jaime: Honestly, I kind of fell into it! During my Uni years, I took on an internship in company secretarial work back home in Malaysia – I was really just looking for any good experience at the time. But that role turned out to be my first glimpse into the world of governance. Later, when I graduated in the UK and started applying for jobs, that internship ended up being the thing that opened the door for me, and I was taken in as a cosec trainee at EY. So, it wasn’t part of a grand plan – more a happy accident that set me on the right path!
Looking back, what have been the defining moments in your career that led you to becoming Group Company Secretary at Kier?
I’d say the first real milestone was my time at Mecom, a publishing company where I joined as an Assistant CoSec, reporting to the Group General Counsel and Company Secretary. When he left, I was asked to step up into the CoSec role – I’d only been there two years and was still quite green, but of course I said yes! It was a great opportunity, even if I didn’t fully know what to expect at the time. Those five years really shaped my understanding of what being a CoSec involves.
After that, I realised there was still so much more to learn. So, I deliberately moved into a role where I could work with and learn from more senior CoSecs – that was at Tate & Lyle. That experience gave me a lot of confidence, and even though I’d been keeping an eye out for my next step, the opportunity at Kier actually came up when I wasn’t really looking – I was in the middle of moving house! Sometimes the best opportunities come when you least expect them!
As a Group CoSec in the FTSE-250, what do you find most rewarding about the role – and what are the most challenging aspects?
What I find most rewarding is having a voice – whether that’s supporting others or helping shape decisions. You really do get the chance to make a difference.
The challenges? There are a few! The cyclical nature of governance means there’s rarely downtime, and as a mum of 2 children balancing that with home life can be tough. Thankfully, Kier is very supportive, which makes it manageable (even if the hours can be long!).
Like many CoSecs, I’d say resources are another challenge – teams are often smaller than in other functions. That’s why I’m especially proud our small team of three won Governance Team of the Year in 2024. It was such a lovely surprise and a testament to how well we support each other, especially during busy times.
How have you seen the role of the Company Secretary evolve during your career?
It’s definitely evolved! I think the biggest shift has been that more people are now consciously choosing a career in governance. When I started, many of us – myself included – fell into it by chance, but now it’s a clear career path attracting people from all sorts of backgrounds, including law.
Governance itself has also become much more embedded across organisations – it’s now part of how projects are run, how risks are managed, how decisions are made. It’s not just the CoSec team flying the flag; everyone’s thinking about governance in some form.
In terms of the role, there’s definitely a stronger focus on adding value. For me, that’s always been important – but what “value” looks like keeps changing. Governance standards are higher, expectations are greater, and boards are more engaged. So now it’s about asking: what’s the next level? How do we keep evolving the role and the impact we make?
What do you think are the biggest challenges and opportunities facing governance professionals today, particularly in listed companies?
There’s so much change happening – new legislation, evolving standards, and growing expectations – it can be hard to keep up! ESG alone feels like a minefield at times. You don’t need to be a technical expert in everything, but you do need to know enough to connect the right people across the business.
And that’s where the real opportunity lies. Governance professionals have visibility across every function, so we’re uniquely placed to “join the dots” and help organisations see the bigger picture. Whether it’s ESG, AI, or new reporting frameworks, we can help close blind spots and make sure the business is thinking ahead. That’s where we really add value.
How do you see technology – including AI – influencing governance and boardroom practices in the years ahead?
I definitely see it as an opportunity! I’ll admit, I don’t use AI much myself yet, but I’ve just told my team we’re going to set aside an hour each week to play, learn, and see what it can do. I’m not exactly a “digital native,” so I think learning together is the best way to explore how AI can support us.
With small teams, tools like AI could really help with productivity and streamlining – even something as simple as pulling together reports or summarising board papers. I always say to my board portal team: imagine a day when, instead of reading pages of reports, you could watch a one-minute video from your CEO highlighting the key points, with all the backup detail just a click away. Wouldn’t that make life easier?
It’s about reimagining how we work and what’s possible. If AI could one day pull together all my governance documents and write my next annual report… well, that would be a great start!
You’re the only CoSec of East & Southeast Asian heritage in the FTSE-250. How significant is that for you personally, and what does it say about representation in governance more broadly?
Honestly, I never set out thinking, “I want to be a FTSE-250 CoSec.” My goal was simply to become a CoSec one day — that was always the aspiration. I didn’t have a set route or timeline; I just focused on taking opportunities as they came along. When the role at Kier came up, it felt like the right move, so I went for it.
In terms of significance, I think that’s probably for others to say. If it helps others – especially those from East and Southeast Asian backgrounds – to see someone in this position and think, “I can do that too,” then that really means something. I felt that myself when Michelle Yeoh, a fellow Malaysian, won her Oscar. It was such a proud moment – and I loved her message: it’s never too late, and never let anyone dim your light. I think that applies to all of us.
You helped found the Asian Corporate Governance Network (ACGN). What inspired you to create it, and what role do you hope it will play in the profession?
We thought it would be wonderful to have a space for those of East and Southeast Asian heritage working in governance – somewhere we can connect, support one another, and celebrate our shared background.
But more than that, it’s about visibility and voice. There are so many talented governance professionals from East and Southeast Asian backgrounds, but we don’t always see ourselves represented in senior roles or on panels, and that matters. The ACGN is about surfacing that talent, building confidence, and showing that leadership in governance comes in many forms.
We also want to create a platform where members can share experiences, find mentors, and support each other’s progression. Ultimately, the goal is simple: to build a community that helps lift others up – so more people see this as a space where they belong, and where they can lead.
What advice would you give to young governance professionals from underrepresented backgrounds who are starting out in their careers?
Be open to opportunities – even the ones you didn’t plan for. Find mentors and peers who’ll champion you, and don’t let imposter syndrome creep in. You deserve to be in the room – your background and perspective are strengths, so bring them with confidence. Take some risks, do a variety of work and gain a broad range of skills, be curious and eager to learn. Find the right environment for you to learn and grow.
Take some risks and be curious. Try a variety of work and build a broad range of skills early on – the more experiences you gain, the more you’ll discover what truly motivates you. Look for an environment that values your growth and gives you the space to learn, ask questions, and stretch beyond your comfort zone.
Don’t be afraid to share your ideas, even if you’re the most junior person in the room – fresh perspectives are invaluable in governance. Learn to network with purpose: connect with people who inspire you and be intentional about building relationships across different sectors and functions.
And finally, remember that your career is a marathon, not a sprint. Progress may not always feel linear, but every experience – whether it’s a success or a challenge – builds resilience and shapes the professional you’ll become.
Congratulations on being shortlisted at this year’s CGI Awards for Diversity and Inclusion Project of the Year. What would it mean to win?
We feel really humbled by the nomination — to be honest, it already feels like a win! Recognition like this shines a light on the importance of inclusion in governance, and I’m just so proud of what we’ve achieved together. Whatever happens on the night, being shortlisted alongside so many great initiatives is something I’m truly grateful for.
What qualities do you look for when building and developing governance teams?
Diversity – in background, experience, and perspective. My recent hires haven’t all come from traditional governance careers; they’ve retrained from other fields, which brings fresh thinking and real enthusiasm.
I also look at the team as a whole – where the gaps are and what strengths we need. Having a mix of backgrounds helps too: experienced team members bring insight and rigour, while less experienced members can add new ideas and bring tech skills. That balance makes for a stronger, more adaptable team.
Outside of work, how do you maintain balance alongside the demands of a FTSE role?
It’s more about staying sane! With a full-on job and two kids, there’s not a lot of downtime. When I do get a moment, I try to fit in some exercise or the occasional girls’ night out – anything that helps me switch off for a bit.
It’s always a juggle, and I’m still figuring it out, but having a good support network makes all the difference. My husband’s really hands-on, which helps hugely. You can’t do it all, so teamwork at home is just as important as at work!
Quick-Fire Favourites
To finish, a few light questions to get to know you better:
Coffee or tea? Coffee in the morning, tea in the afternoon.
Early bird or night owl? Night owl
Favourite way to switch off after a busy board meeting? Recently… shopping! It’s not always retail therapy, but after the last board meeting, that’s exactly what I did.
One thing you can’t get through the working week without? Probably a glass of wine – sometimes! And plenty of coffee to start the day. Both definitely help keep things in perspective during a busy week!
Book, podcast, or Netflix recommendation? Definitely Netflix – I’m really into K-dramas at the moment. They’re the perfect way to switch off after a long day!
Interview by Jon Moores.
Governance, Kier and now | Governance and Compliance Magazine
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