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 Susan Fadil, Senior Director – Fund & Corporate Services at JTC Group, a publicly listed, global professional services business with deep expertise in fund, corporate and private client services.

Susan has over 30 years’ company secretarial advisory experience from professional services including Mayer Brown, TMF and PwC.  Since 2017, Susan has been working for JTC Group and heads up the team.  She has recently won the “Champion for Governance” award at the Chartered Governance Institute (CGI) UK & Ireland Awards.

Jon: What initially attracted you to a career in governance?

Susan: Honestly, I am not entirely sure where the initial attraction came from. Like many governance professionals, it was not a deliberate choice at first.

In the early stages of my career, I held various admin-focused roles. During this time, I came across a trainee company secretarial position at Rowe & Maw, now Mayer Brown, a law firm. The role involved working for a highly experienced company secretary responsible for servicing their clients.

I was looking for a role that would be both challenging and rewarding, and a career in governance has absolutely delivered on that. Every day brings new challenges and opportunities for learning.

How have things changed since you started out?

One of the most significant changes in my career has been the shift in terminology. When I first started, the role was predominantly referred to as “company secretarial.” Now, “governance” is a much more prominent descriptor, reflecting a broader focus and an expansion of responsibilities.

The role itself has evolved significantly, becoming far more complex and advisory in nature. There is now a greater emphasis on adding value at a strategic level. 

Has the perception of the profession changed as well?

Absolutely. When I first started, if you told someone you were a company secretary, they often had no idea what that meant unless they were a board member or a company secretary themselves. Now, when I introduce myself as a Chartered Governance Professional, people have a much better understanding and respect for the role.

That said, there is still work to do in raising the profession’s profile. We may not be the ones to shout from the rooftops about how impactful our work is, but we do play a vital role in organisations.

How has technology played a role in these changes?

Technology has been a game-changer. When I started, almost everything was done manually. Now, technology has not only streamlined those processes but has also enhanced our ability to take on more advisory and strategic work. It has been a real enabler, allowing governance professionals to add more value.

What advice do you wish you had received when you first started in governance?

Do not let fear of the unknown hold you back. When you are just starting out, it is natural to feel uncertain or hesitant. But the key to growth is to embrace that uncertainty.

Seize every opportunity, even if it feels outside your comfort zone. Ask questions—not just to get by but to truly understand the processes and frameworks that underpin governance. The more you ask, the more confident you become.

I was fortunate to have an excellent mentor and coach early in my career, and I would encourage anyone starting out to actively seek one. A good mentor can provide guidance, perspective and encouragement when you need it most.

Can you describe a memorable challenge you faced in your governance career?

One of the more memorable challenges I have encountered was when a client was resistant to advice. This can be particularly tricky when you are acting as an intermediary between the board and an investment manager or adviser – where at times there are two parties that do not always share the same vision.

In these situations, interpersonal skills become critical. It is about managing those opposing views and guiding both sides toward a resolution. Often, the key lies in clear, open communication. By taking the time to explain why certain actions or decisions are necessary and highlighting the benefits for both parties, you can start to build consensus.

Finding common ground is essential. It is not about forcing one side to yield, but rather helping both parties see where their interests align and how they can move forward collaboratively.

These moments can feel like walking a tightrope—navigating between a rock and a hard place. But when handled well, they offer some of the most rewarding outcomes. It is all about maintaining trust, ensuring clarity, and keeping the bigger picture in focus.

What qualities do you look for when you are recruiting for your team?

When recruiting for a team, I look for technical expertise, attention to detail, strong organisational skills, excellent communication and interpersonal skills, adaptability, problem-solving abilities, and a good cultural fit and I have various questions to identify these qualities in candidates.  Finally, you cannot under-estimate a good helping of common sense – which despite its name is often not very common!

How would you describe the culture at JTC?

At JTC, our team culture is driven by our shared ownership model where everyone becomes a shareholder. This unique approach fosters a sense of collective effort and vested interest in the company’s success. Our culture emphasises teamwork, investment in people, and a meritocratic environment where everyone is judged and rewarded based on their contributions. We often describe ourselves as the JTC family, highlighting our strong, inclusive community spirit.

What do you most enjoy about your job?

I would say the variety and unpredictability! No two days are the same, and you never know what is going to come across your desk. This year, for example, I have been heavily involved in a merger and acquisition transaction for the UK business, along with its subsequent integration into JTC.

The constant change and the challenges that come with it are both stimulating and enjoyable. Additionally, I am fortunate to have a great and supportive team. We bring out the best in each other, making even the challenging times rewarding.

What’s great about working in professional services? 

The variety is a significant advantage. You can quickly gain a lot of experience across various sectors. Especially if you are in the early stages of your career, you often work with experienced company secretaries as part of a large team. Gaining real experience across different industries, sectors, and types of organisations, from private companies to listed PLCs. It is an excellent learning environment and with the variety, it can also be a fulfilling long-term career within professional services.

What are you most excited about for your role over the next 12 months?

I am excited about continuing to grow the business. Secondly, improving my skills and personal development by taking on new challenges, like being involved in M&A transactions. Thirdly, knowing that I will be working with people I enjoy and doing work I love. I really enjoy my role.

What do you see as the biggest challenges facing the governance professional?

The biggest challenge is adapting to the rapid implementation of Generative AI (Gen AI). This shift is expected to be transformational but more evolutionary than revolutionary. Governance professionals need to be proactive in leading the adoption of Gen AI within their organisations to harness its opportunities effectively. If implemented well, Gen AI can free up governance professionals to focus more on strategic and advisory work, enhancing organisational processes. Like most companies, we are at the early stages of this journey, facing challenges such as integrating AI into board meetings and minute-taking. We are already using it for internal meetings to streamline action tracking.

How do you stay up to speed with all the changes in reporting, legislation and best practice?

I engage in professional development through seminars, workshops, industry courses, webinars, and networking. Peer discussions also play an important role.

Congratulations on just winning this year’s Champion for Governance CGI Award!  You were up against some still competition – what do you think made your submission stand out?

From my willingness to ask challenging questions and constructively engage in governance discussions, both at client board meetings and as a board member at JTC UK. I believe my nomination might have stood out due to my readiness to raise difficult issues that others may avoid, demonstrating strong governance and diplomacy skills.

What do you get up to outside work?

I enjoy spending time socialising with friends and family. I do a lot of walking, particularly with my two energetic spaniels who always need exercise. I also spend a significant amount of time with my daughter, as we share a hobby of horse riding.

And how do you strike the right work-life balance? Any tips?

I recommend having a dedicated workspace, especially when working in a hybrid environment, to mentally separate work from personal life. It’s important to learn to say no and set boundaries for family time. While I sometimes struggle to disconnect and often check emails, I try to avoid looking at them after a certain time. It is important to allow yourself to fully relax during your downtime. Take regular, vacations to recharge fully and avoid the temptation to work during your breaks. I am fortunate to have a supportive team that covers for each other so we can fully step away when needed.

What personal attributes have you developed that have made you a better Company Secretary and governance professional?

I have consciously developed my analytical thinking, which includes problem-solving, identifying issues, creating effective solutions, and critically evaluating the implications of governance practices to make informed decisions. As I have progressed, I have also focused on improving my interpersonal skills such as empathy and understanding, ensuring I address concerns sympathetically and lead in a way that supports my team. I believe my role is to work for the team, rather than the team working for me.

Interview by Jon Moores.

Coffee break with a CoSec: Susan Fadil | 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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