IoD Jersey

Interviews

Sir Mark, could you tell us a bit about your early life and what sparked your interest in Economics when you were at Lanchester Polytechnic?: I was born and went to school in Jersey but from an early age always had a keen interest in current affairs. Although I had little understanding of what economics was, I wanted to study the subject at university. However, my A levels were not good enough to get into university, so I did an economics degree at what was then Lanchester College of Technology which subsequently became Lanchester Polytechnic and is now Coventry university.

After that, you went on to study Contemporary European Studies at Reading. What drew you to that field, and how did it shape the way you approached your career?: In practice, my master’s degree was on economic policy, which was always my main interest rather than theoretical economics. That degree gave me a good understanding of how economies work and the economic aspects of policy issues, which subsequently has been the focus of my career.

You started out in leadership roles at the Building Societies Association and Council of Mortgage Lenders. Looking back, what lessons from those early experiences have stayed with you?: I was fortunate in joining the Building Societies Association at a time when it needed somebody who understood both economics and politics. I also became involved in politics more generally through membership of the Bow Group, during which time I worked with people who subsequently became cabinet ministers. What I learned was how public policy is formulated, and most importantly knowing that the right thing to do is relatively easy but doing it is the key political skill.

The right thing to do is relatively easy; the key political skill is making it happen — that’s what leadership in the City of London is really about.

Moving on to your time as Director General of the Association of British Insurers, what were some of the biggest challenges you faced, and how did you tackle them?: The Association of British insurers was the largest trade association in Britain. I was recruited to turn it from an ineffective bureaucracy into an effective representative body. The biggest challenges were changing the mindset of the staff so that they proactively tackled issues rather than reacted to what others were doing.

In 1999, you founded Boleat Consulting. What inspired you to take that step, and what were some of the highlights from that period?: I had run two major trade associations and simply wanted to widen my experience. Much of my work was on trade associations and public policy but I also undertook a number of major projects on housing finance in emerging markets. Becoming established as one of the leading world experts in this field was certainly a highlight as was being the “go to” consultant on trade associations, although admittedly the field was rather small.

You’ve chaired a number of public bodies, including the Jersey Development Company and the Guernsey Competition and Regulatory Authority. How did you balance the demands of public service with strategic leadership?: Chairing public bodies is challenging because it has to combine the normal roles of the chair of an organisation with working in a complex political environment. I enjoyed the challenge because my expertise covers both leadership and public policy.

Your time as Chairman of Policy and Resources for the City of London was a significant period. Are there particular initiatives or achievements from those years that stand out to you?: I regard my five years as Political Leader of the City of London as the highlight of my career. It is one of the top political positions in the UK and I relished being involved in so many high profile issues. The City's involvement in the Olympics, which I led, was one highlight. The more important one was expanding the role of the City in dealing with social policy issues, including housing and education, throughout London.

Being knighted was a great honour, but it hasn’t changed my approach — public service and doing the right thing have always been at the heart of my work.

You’ve also been deeply involved in housing and community projects, from Andium Homes to LINK Scheme Ltd. What drives your passion for this area, and why is it so important to you?: It was because of my role in the Building Societies Association that I became interested in wider housing policy issues. Through my work with UK housing associations, I came to understand the nature of the housing problem facing many people and more importantly what can be done to tackle the problem.

Today, you’re Vice Chair at IBDE and Senior Adviser at Policy Centre Jersey. How do these roles fit into your current professional vision, and what projects are you most excited about?: The International Business and Diplomatic Exchange brings together diplomats, business people and government officials and is an excellent networking organisation. I was asked to take on the role of Chair to help strengthen its governance arrangements and develop a long-term strategy. I did this for two years before stepping down to Vice Chair because of the increasing concentration of my work in Jersey.

I have extensive experience of public policy issues in both Jersey and the UK. Jersey needs a much more effective approach to handling public policy issues so with others I established and have helped to run the Policy Centre Jersey. It is now well established as the Island's independent non-political think tank and is having a useful impact in developing a better understanding of public policy issues.

Being knighted in 2017 for your services to financial services and local government is a tremendous honour. How did that recognition feel at the time, and how has it influenced the way you approach your work today?: Yes, being knighted is a great honour. It was in recognition of the five years I had worked full time unpaid as the political head of a major British institution, the City of London. I have been involved in public policy work, charitable organisations and other pro bono activity all of my working life. The knighthood has not changed my approach in any way.

All interviews