When something serious happens inside an organisation, how it's handled matters as much as what happened. 

Most organisations find it harder than they expect to find someone independent, senior and capable of running a process that will hold up to scrutiny — legally, internally and reputationally. The result is investigations that get challenged and matters that escalate when they shouldn't.

I’ve led investigations at the top of global banking, where I also co-chaired the staff breaches committee - the body that looked at every individual conduct case in the UK to make sure people were treated consistently and fairly - and have sat on the bank’s disciplinary panels at first level and appeal. I have led investigations understanding highly complex markets, interviewing whole trading teams and reviewing huges amount of data - over a million pages in Bloomberg chat data, resulting in potential disciplinary outcomes for over a dozen individuals in one case. I have also led targeted investigations into just one allegation. I have also seen investigations done badly and the harm that can cause.

No matter what the subject matter, the running thread in all investigations is to be able to understand what happened, and often more importantly for moving forward - why. Who has been affected, and what can you learn from the outcome. And how can you continue to run your organisation when the pressure is on internally and externally to answer the questions as quickly as possible.

As a Tribunal Chair at the Solicitors Disciplinary Tribunal — the body that holds the legal profession to account — I've also chaired some of the most complex disciplinary proceedings in England and Wales.

I know what a robust, defensible, objective outcome looks like. And I know how to get there.