IoD Jersey

Interviews

Could you provide a brief synopsis of your early years growing up in the UK?: I grew up in Perthshire, Scotland with my mum, dad and 2 older brothers. I went to the local primary and secondary school and then went on to university in Dundee. I was in the Air Training Corps as a teenager which was great fun and led to me becoming a pilot and gliding instructor. I had a wild streak growing up along with a real sense of adventure which got me into a few scrapes but overall made for a very happy and fulfilling childhood.

You started working life teaching Business Studies, Business Law and International Marketing at West Nottinghamshire College of Further Education. What were your main motivations for moving from teaching into industry as an industrial engineer?: I actually started out working with NVQs (National Vocational Qualifications) at Nottinghamshire Training and Enterprise Council and was a lecturer at the local FE college in the evenings. I originally took the lecturing job as a favour for a friend. It was terrifying but I thought it would help me really learn about those subjects and gave me the opportunity to practice speaking to groups of people. I’ve always had a tendency to lean into things that scare me as I know I will benefit from it in the long run. It was when I was an IIP Advisor that I made the move into industry.

As a qualified Investors in People Advisor you became an assessor for the Nottinghamshire and Leicestershire Training and Enterprise Councils working with 100+ businesses to achieve IIP status; British Army, Police Force, Prison Service etc. Could you describe what was involved in that role?: Advising all different types of organisations on how to achieve the IIP standard which is all about developing your people in line with your business strategy and objectives. That’s probably where my enthusiasm for seeing people develop started and it’s a major part of what we do in Amicus.

I always enjoy getting in at the deep end and the telecommunications and entertainment industry was very deep. It was my first taste of regularly dealing with Boards, high-level politics and the unrelenting quest to grow the bottom line.

You were instrumental in designing and delivering high-level, externally accredited training programmes for Mars Incorporated, one of the world’s leading fast-moving consumer goods companies. How did you find the move from working in public enterprises to a company like Mars? In the 14 years you were there, how did your role evolve and what were the highlights?: I never really thought about the transition, I just did it. At the end of the day, it’s all about working with people. My first job at Mars was as a shift manager in a pet food factory, where I learned a lot about managing people and whilst it was challenging, it was also great fun. From there I progressed into industrial engineering, looking at the efficiency and effectiveness of factories and supply chains. I loved the people development part of the role and was asked to set up Mars University which was a wonderful job. The highlights of my time at Mars were definitely the people, the schooling I received in corporate life, and the extensive global travel.

You became Chief People Officer at Digicel, a 6,000-strong global telecommunications and entertainment provider operating across 24 markets in the Caribbean and Central America. After the world of FMCG, the move to telecommunications must have been a big change. What brought about that decision?: It gave my husband, kids and me an opportunity to live in Jamaica and for me to learn about a new industry, new cultures and new geographies – perfect! I always enjoy getting in at the deep end and this one was very deep. This was my first taste of regularly dealing with Boards, high-level politics and the unrelenting quest to grow the bottom line.

You became Chief Operating Officer of Amicus Limited, (founded in 2014) a boutique consultancy focused on increasing the effectiveness of organisational leadership by maximising performance and getting the best from their employees. How have you found working in a smaller company as an entrepreneur and what have been your highs and lows?: I think smaller companies are tougher than big corporates because you don’t have the capital, infrastructure or people around you to allow you to only do what you are good at. You have to be a jack of all trades and that is hard sometimes. The highlight for me is definitely working with Sir Peter, my business partner. I have learned a huge amount from him over the years and have recognised the power of having a great mentor in making me better.

It’s important to me to be supporting the Jersey community and the Boards I work on all have a direct impact on the economy or making the island a better place to live. I think I bring a no-nonsense approach to addressing issues that are challenging these businesses, with a view to making things better and more resilient. I’m not one to spend too much time admiring a problem; Boards need leadership to deal with problems robustly.

You were President of the Chamber of Commerce 2019 to 2022, what many would see as a male-dominated environment. How do you think your appointment has changed that?: I loved my time as President. It coincided with covid and Brexit which made for a really interesting time with plenty of challenges to resolve with the Government on behalf of our member organisations. I never felt it was particularly male-dominated. There are plenty of women in government and business in Jersey and they make their mark.

You have taken on a number of additional high profile roles within various boards. What has motivated you to do so and what do you think you have brought to those companies as a NED?: I really enjoy working at Board level and it’s something you definitely get better at with practice. It’s important to me to be supporting the Jersey community and the Boards I work on all have a direct impact on the economy or making the island a better place to live. I think I bring a no-nonsense approach to addressing issues that are challenging these businesses, with a view to making things better and more resilient. I’m not one to spend too much time admiring a problem; Boards need leadership to deal with problems robustly.

What is your biggest achievement to date?: Raising my family and having a career I enjoy, never knowing quite where it’s going to take me next.

How does Jennifer Carnegie wind down after a particularly stressful week?: Good company, good food and laughter.

All interviews