Beyond the Brief – A Values-Led Law Practice

Alexandra Cohen is quietly redefining what family law can feel like. After years of working within traditional legal structures, she made the bold decision to step out on her own, launching a practice built on clarity, compassion and balance. For Alexandra, family law is not about rigid processes or intimidating jargon, but about guiding people through some of life’s most challenging moments with empathy, honesty and strength. 

By creating a firm rooted in values and realism, she has shaped a way of working that puts clients first, helping them feel supported, understood and empowered to move forward with confidence. Just as importantly, starting her own practice has allowed Alexandra to build a career that works alongside real life, not at the expense of it. We sat down with Alexandra to talk about the leap into entrepreneurship, practising law with heart, and why a more human approach matters now more than ever. 

Family law can be incredibly complex and emotionally charged. How do you balance compassion for your clients with the strategic thinking needed to achieve the best outcomes? 

Compassion and strategy aren’t opposites – they work best together. Taking the time to truly understand a client’s situation, priorities and pressures allows me to give advice that is both empathetic and effective. When clients feel heard and grounded, they make better decisions. That clarity is what enables strong strategy and better long-term outcomes. 

How do you ensure your clients feel heard, protected, and supported during some of the most stressful times in their lives? 

It starts with listening – properly. I make sure clients understand that this is their process, not just a legal one. Going through a family breakdown involves decisions for the rest of a client’s life, and the client needs to feel as though it is their process, rather than just being another “case”. 

Clear communication, realistic advice and transparency are key. I also focus on removing unnecessary conflict and unnecessary noise wherever possible, so clients feel protected not just legally, but emotionally too. 

Outside the courtroom, what helps you recharge or stay inspired in such a demanding career? 

Spending time with family, staying active, and creating structure outside work all help me reset. I also find inspiration in building the business itself, shaping something that reflects how I believe law should be practised. Having interests and routines outside of work keeps me grounded and brings perspective back into the day-to-day. 

I also spend a lot of time house training (or trying to) and walking my puppy, Mabel. Having Mabel to look after forces me to step away from the intensity of work when I need to. Although, she has become a very popular office dog! 

What advice would you give to other young women considering starting their own business or taking leadership roles in law? 

Trust your instincts and don’t wait for permission. You don’t need to fit a traditional mould to be credible or successful. Build something that aligns with your values, back yourself, and remember that confidence grows through action – not perfection. It is all about taking risks when you feel ready to. 

Many people only think about family law when things go wrong. How do you encourage clients to take a more proactive approach to planning and protecting their family and relationships? 

I focus on education and normalising those conversations. Planning ahead isn’t pessimistic – it’s realistic and practical. Family breakdown is part of our society and day to day life, and it can happen to anyone (expected or out of the blue). 

I always think it is better to have a proper understanding of the financial arrangements, your future intentions and your legal options. Proactive advice gives people clarity and control, rather than leaving them vulnerable in a crisis and desperate for a quick resolution. 

Your style is described as approachable and down-to-earth, how do you make complex legal issues feel clear, relatable, and human for your clients? 

By stripping things back. I avoid unnecessary jargon and explain the law in plain language, using real-world examples (where helpful). Clients don’t want to feel spoken down to or overwhelmed, they want to understand what’s happening and why. When the law is explained clearly and it feels accessible, it becomes empowering rather than intimidating. 

Independence, Purpose and Balance

Kristie Potts is a Director at Appleby Global Services Jersey and the Chief Strategy Officer for Appleby (Jersey) LLP. She also sits on the boards of Family Nursing and Home Care (FNHC) and Jersey Sport, both charities that Appleby colleagues have chosen to support through fundraising and volunteering. 

Your career spans senior leadership and significant board responsibility. What has been the driving force behind the path you’ve chosen? 

My driving force has always been about building a career that fulfils me and fits the life I want to share with my family. I’ve chosen a career path that works for us. My younger self made deliberate, practical, simple and stable choices. I became an accountant because I knew it would always provide work. I’m focused and fairly risk-averse. I wanted financial security, a home, independence, and to be able to afford that life myself rather than relying on anyone else to create those opportunities. As I grew older, relationships changed, I started a family and new opportunities evolved. I took each role as far as it could naturally go and then stayed open to change. That’s how I moved from accounting into treasury, then project management, compliance, and ultimately into what I do now. 

What drives me is independence, purpose and balance. The ability to build a meaningful career while creating the life I want for myself and my family is what makes Appleby the perfect fit. I add value for clients, support our team and continue to develop professionally, while enjoying flexibility alongside new challenges that make me proud every day. 

What skills translate most powerfully between the boardroom and the charity sector? 

I have young children and the charities I support are ones that have entered my life through my family. I’ve seen first-hand the impact these organisations have on islanders and want to help them continue that work while raising awareness across Jersey. I don’t claim expertise in healthcare or sport delivery, but I bring strong practical skills and a deep understanding of how organisations operate. My background includes compliance and risk, which allows me to bring governance and structure into environments where that expertise is often limited. I treat charities as I do businesses, with clarity, accountability and sustainability. I offer a business lens, and in return, those working in the sector patiently teach me what I don’t know. 

How do you use your position to open doors for others, particularly women? 

I’ve been fortunate to work with people in influential roles and I’m able to make introductions where appropriate. Leadership, to me, is about creating access, strengthening organisations and quietly making space for others, especially women, to succeed. I’m conscious that being female has played a role in my opportunities, but rather than feeling disadvantaged, I’ve often experienced the opposite. Most of my team is female, and I hope I show everyone, not just women, that they can aim for whatever they want if they’re prepared to work for it. 

Women in senior roles are often expected to do it all. How do you define success, and what legacy do you hope to leave? 

My greatest legacy will be my children. They define my success. My boys understand what it means to work, to study and to sacrifice, whether that’s time or giving up football with friends to do homework. Everyone in my world understands that you have to work hard for what you earn, and that you really can do anything if you set your mind to it. There should be no ceiling on you, whether because you’re female, male, or not the smartest person in the room. I’m where I am today not because I’m the smartest or the most connected, but because I am, and always will be, the hardest working. My definition of success is that the next generation I influence, including my children, aspire to be better than me. Maybe they take a bit of me and a lot of themselves, and ultimately become the very best they can be. 

Funds, Focus and the Future

In Jersey’s thriving funds industry, excellence is often defined by technical capability, regulatory precision, and operational discipline. Yet at HIGHVERN, now operating across a broader international footprint following its combination with Permian, excellence is equally about people: how they collaborate, lead, grow, and support clients with integrity. 

We sat down with three of Highvern’s leading women in the funds business – Julie Gallon, Gail Atamosa, and Emma Syvret, all Directors – to explore what exceptional service looks like, how leadership evolves, and what habits keep them grounded in a fast moving, highly demanding environment. Their perspectives reveal not only the depth of expertise within the team but also the culture that underpins HIGHVERN’s approach as the business continues to expand globally. 

Leadership Lessons 

Across all three directors, one theme consistently emerges: leadership is shaped over time by people, experiences, and values. For Julie, confidence, resilience and persistence have been defining forces. “But staying grounded and keeping a sense of humour is just as important,” she adds. 

Emma’s leadership style is rooted in her upbringing. Raised in a family of strong women – including an aunt who became editor of a major UK regional newspaper – she grew up seeing ambition modelled with integrity. “The women around me helped me define not only where I want to go, but the kind of leader I want to be.” 

Her advice to aspiring leaders is simple but powerful: “Back yourself and know your worth.” With responsibility for HIGHVERN’s Fund Administration onboarding function, known internally as the Seed Team, Emma plays a key role in setting up new fund structures for longterm success. Her days span a diverse client base across venture capital, private equity and litigation finance – each with its own complexities, timelines and stakeholders. 

Reflecting on her own journey, Gail credits mentorship as a defining influence – from early professors to seniors and peers who championed excellence. Alongside hard work, she highlights adaptability, relationship building and continuous learning as essential to longterm success in the industry. 

Creating Balance 

Leadership brings inevitable pressure – but each director manages it in her own way. For Gail, the humble “todo list” is her nonnegotiable. “It sounds simple, but it helps me step back, prioritise, and maintain balance across work and life.” Julie finds perspective in time spent with family, friends, and her new puppy. “Downtime is so important. Highvern gives me the work life balance to fully switch off, especially when I’m on holiday. That reset lets me return energised for clients.” Emma also finds balance on the water. As an avid coastal rower, she often trains at dawn. “It sets me up for the day,” she says. And when she’s not rowing? “I’m usually reading – it’s my way to switch off and escape.” 

Exceptional Service 

For Gail, exceptional service begins long before a client signs an engagement letter. It starts with deep understanding and a commitment to designing a thoughtful, client-centric approach. “In practice, exceptional service means investing time in planning and creating open, transparent relationships,” she explains. “This allows us to discuss challenging areas early and resolve conflicting priorities effectively.” 

But even the best plan depends on the strength of the team. Training and talent development at Highvern, she notes, are not optional extras – they are central pillars of the delivery model. “Having been here for three years, I continue to be impressed by how collaborative the environment is,” Gail says. “It’s easy to consult with peers and experts across the group. The culture sets people up to deliver their best work.” This focus on talent, culture and cross-team connectivity becomes even more important as Highvern integrates with Permian, expanding capability and geographical reach. 

A New Chapter: The Highvern–Permian Combination 

Julie, who has led client teams in Jersey for years, sees the combination with Permian as a natural and exciting evolution. “Permian has an excellent reputation in the Nordic market, and the cultural alignment is striking,” she says. “Meeting their teams, it was immediately clear that they share our mindset and ethos.” 

For her, the greatest opportunity lies in learning not just individually, but as a combined group. “Having new jurisdictions full of people whose experiences we can learn from is invaluable. We can bounce ideas off each other, innovate together, and elevate the client experience even further. I’m genuinely excited about what we can achieve.” 

This expansion reinforces what clients already value about HIGHVERN: global expertise delivered with a personal, partnership driven approach. 

Business is an art

Louisa Humphrey has always been drawn to beautiful things. Her creative journey began in fashion, studying at Loughborough College of Art and Design before working as a fashion designer in Leicester, where colour, form and craftsmanship shaped her early career. But it was a spontaneous seasonal job in Méribel that unexpectedly changed the course of her life, leading her to Jersey in 1991 — a place that would quietly become home, both personally and creatively. 

After working in retail, Louisa discovered what she describes as her dream role: decorative artist. Hand-painting the walls of some of Jersey’s most magnificent private homes and churches, she developed a deep appreciation for surface, detail and storytelling through design. “It was here that my eye for detail really flourished,” she reflects, a foundation that would later influence everything she does at Artizen. 

In 2006, Louisa and her husband Mick decided to bring their complementary skills together, founding Artizen. What started as a small, two-person operation soon grew into one of Jersey’s most respected bespoke interiors studios. Clients — and talented craftspeople — were naturally drawn to their thoughtful, collaborative way of working and their shared respect for craftsmanship. 

Artizen’s uniqueness lies in its deep understanding of materials and traditional techniques. “Mick’s background in antique restoration, alongside cabinet making, has given us a real appreciation of furniture construction,” Louisa explains. “We favour unique veneers, bamboo and other sustainable materials, while still using many traditional manufacturing methods.” Every piece is made locally, and collaboration with fellow Jersey artisans is central to the business. “It’s been a fascinating learning curve for me over the last 20 years,” she adds. 

While Louisa no longer paints walls herself, her artistic background continues to shape every Artizen project. Kitchens, cabinetry and commercial spaces are all designed with a strong sense of narrative and soul. Inspiration, she says, always starts with the client. “Our designs are completely bespoke, from concept to completion, and very client-led in those initial meetings.” As keen cooks themselves, Louisa and Mick often design kitchens together. “We bounce ideas back and forth,” she says. “We take time to really understand a client’s lifestyle so we can recommend appliances and layouts that truly suit their needs. Getting to know the client is crucial to getting it just right.” 

That collaborative mindset extends beyond clients to the wider team of trades and designers Artizen works with. “Reliability and top-quality workmanship are essential,” Louisa explains. “Over the years, we’ve built a trusted group of tradespeople who share the same ethos. Attention to detail and striving for perfection can never be underestimated — every element is carefully considered.” 

For Louisa, the most rewarding moments often come long after a project is complete. “Walking back into a finished home and hearing glowing feedback is incredibly rewarding,” she says. “Being invited back years later — sometimes even to a party — and standing amongst our work still gives me a real buzz.” Hearing clients say, “We still absolutely love our kitchen,” she adds, “never gets old.” 

Her role at Artizen is varied and ever-evolving. “I definitely wear many hats,” she laughs. “I love clicking with a client and instantly understanding their vision.” She also enjoys attending courses and events through Artizen’s dealership brands, including BORA, Gaggenau and Sub- Zero Wolf. “They really value their dealers and create inspiring experiences in places like London and Germany.” Challenges inevitably arise, particularly when working within Jersey’s characterful architecture. “The biggest challenge is ticking every box on a client’s wish list,” Louisa says, “especially with Jersey’s wonderfully quirky houses, which often demand some very clever design solutions.” 

Looking back, there are several moments that stand out. “One of my proudest was attending the opening ceremony of St Thomas’ Church and seeing my decorative and gilding work admired by hundreds of people,” she says. She’s also deeply proud of Mick, “an exceptional cabinet maker whose craft was inspired by his woodwork teacher back in the late 1970s — who recently came to visit us.” 

And perhaps the achievement she values most? “That, as a married couple, we still love spending 24 hours a day together.” 

At its heart, Artizen is a business built on creativity, collaboration and care — where craftsmanship comes first, and every space tells a story. 

Experience, expertise and a new era

Financial planning is about trust, continuity and relationships built over time, and that ethos sits at the heart of Titan Wealth’s newest offering in Jersey. Titan Wealth’s name is now a familiar one in the island and its acquisition of Advisa Wealth, a firm with deep roots and a long-established local presence, adds financial planning to its suite of wealth management services. 

The Jersey team is now based in the newly named Titan House in Liberation Square, and so while there is a new name above the door, the people, expertise and commitment to clients remain firmly in place. Here, three women at the forefront of Titan Wealth’s financial planning team – Operations Manager Kasia Evans, Wealth Consultant Clair Molton and Director Jing Jing Shi – share how local heritage and the strength of the wider Titan Wealth group are shaping a new chapter for clients, without losing the personal service they value most. 

Clair Molton – Wealth Consultant 

Financial planning is such a people-focused role. What do you think really builds trust with clients over time? 

For me, it really starts with rapport, getting to know the client and building a genuine connection. From there, trust develops naturally as the relationship grows. Some of my client relationships go back more than 20 years, and over time those relationships naturally become friendships built on trust. When people hand over money they are saving for their children’s education or a lifetime of savings, they’re not just trusting your competence – they’re trusting your character. They’re saying, “I’m vulnerable here, and I believe you’ll protect what matters most to me.” That’s an enormous responsibility, and it deserves to be taken seriously. 

Titan Wealth is a new name in Jersey, but with familiar faces behind it. What feels most exciting about this next chapter for you personally? 

I’ve spent 18 years with one of the businesses Titan acquired, and I’ve known several of my new colleagues for longer than that. Being able to bring those long-standing relationships together makes this next chapter particularly rewarding. 

What’s one thing you know now that you wish you’d known earlier in your career? 

I wish I’d appreciated just how important a pension is! In my late twenties, I once spent seven years’ worth of pension savings on a Caribbean holiday – if only I’d had a financial adviser at 30! 

Jing Jing Shi – Director 

What inspired you to get into finance, and realise this was the career for you? 

Growing up in Shanghai and moving to the UK for university, I was fascinated by how global financial markets connected economies and influenced people’s daily lives. My Finance and Economics studies at the London School of Economics gave me the theoretical foundation, but it was working at Bank of America Merrill Lynch, which immersed me in the fast-paced world of markets, that I realised my true passion lay in helping individuals navigate their financial futures. Transitioning to private banking and then to Titan Wealth allowed me to combine my technical expertise, from my CFA qualification to systematic trading experience, with building meaningful, long-term relationships with clients. Leading our Financial Planning business now feels like the culmination of 18 years of learning: using analytical skills to deliver practical solutions that genuinely improve people’s lives. 

How is technology changing financial planning and what benefits does this have for clients? 

AI is transforming our industry by automating routine portfolio monitoring, providing predictive analytics on market trends and assisting to generate highly personalised recommendations based on each client’s unique circumstances and goals. I’ve seen how algorithms can process vast amounts of data to identify opportunities that humans might miss, and I’m passionate about bringing that same rigour to investment management and financial planning through AI. At Titan Wealth, we’re exploring how machine learning can enhance our investment recommendation and review processes as well as scenario planning to give clients more accurate forecasts of their financial futures. AI doesn’t replace our human advisers; instead, it amplifies our capabilities, freeing us from repetitive tasks so we can focus on what truly matters: understanding our clients’ values, providing judgment during volatile markets and building the trust that underpins every successful financial relationship. 

Have you noticed any positive changes for women working in the finance industry since you started out? 

When I started my career in 2006, I was one of the few women on the trading floor and it was rare to see women in senior leadership positions back then. Nearly two decades later, the representation of women in financial services C-suite positions has grown, which reflects progress even if we’re not yet at parity. Throughout my journey from Analyst to Director, I’ve witnessed firms actively investing in diversity initiatives, mentorship programmes and flexible working arrangements that recognise the realities of balancing career and family and these changes benefit everyone, not just women. At Titan Wealth, I’m proud to be part of a leadership team that values diverse perspectives and I’m committed to mentoring the next generation of women in finance. 

Kasia Evans – Operations Manager 

Local knowledge really matters in Jersey. How does working on-island shape the advice and relationships you build? 

Working on island makes a real difference because Jersey is a close-knit community where relationships genuinely matter. Having worked in finance here since 2013, I’ve seen how personal connections, family ties and long-term plans are often deeply rooted in the island. Starting my career in an administration support role gave me a strong foundation and an appreciation for the detail behind every client relationship. As I’ve progressed into an advice role, that local understanding has stayed with me. Clients know I’m accessible, invested and part of the community myself, which helps build trust and encourages open, meaningful conversations. Ultimately, it allows advice to feel personal, relevant and aligned with real lives rather than generic solutions. 

Being part of a larger group brings extra expertise behind the scenes. How does that benefit clients in simple, everyday terms? In simple terms, it means clients get the best of both worlds. They have a familiar, local point of contact who understands them personally, supported by the wider expertise of a larger group. As someone who has worked across different areas of the business and progressed through various roles, I’ve seen how valuable that behind the scenes support really is. There are specialist teams continuously reviewing markets, regulations and investment strategies, which strengthens the advice clients receive. For clients, it means reassurance; knowing their financial plans are not based on one person’s view alone, but are backed by collective experience, research and robust processes. 

Outside of work, what helps you switch off and recharge? 

Staying active really helps me switch off. I enjoy going to the gym and getting out for walks with my dog, which clears my head and helps me reset after a busy day. I also value spending quality time with family and friends and making the most of life on such a beautiful island. Maintaining that balance has been important throughout my career, especially as I’ve taken on more responsibility over the years. It helps me stay focused, energised and able to bring my best self to work for clients. 

The Calm at the Centre of Compliance

In a world where regulation is constantly shifting and the stakes are high, Charlotte Beddoe operates at the quiet centre of it all. With more than 26 years of experience spanning compliance roles across industries and jurisdictions, she brings depth, perspective and calm authority to one of Butterfield Bank’s most senior regulatory positions. 

Now Head of Compliance for the Channel Islands and UK, Charlotte’s role is anything but predictable. Her days move fluidly between boardroom conversations on emerging risk, detailed regulatory interpretation with front-line teams, and close engagement with regulators. What underpins it all is a belief that strong compliance isn’t about box-ticking, but about collaboration, clarity and good judgment. For Charlotte, the real reward lies in bringing people together across functions and jurisdictions to find balanced, practical solutions, ensuring not only that regulatory obligations are met, but that clients’ trust is earned and upheld. 

You’ve spent 25 years in finance, what’s changed the most in compliance over that time, and what’s actually stayed the same? 

Compliance has evolved significantly, particularly in terms of the volume and pace of regulation. Areas such as anti-money laundering, sanctions, and data protection have become far more complex. Technology now also plays a much bigger role in supporting compliance teams and it’s exciting to see how that develops. What hasn’t changed is the underlying purpose of compliance. It’s still about acting with integrity, exercising good judgement, and maintaining strong relationships with stakeholders. The focus on doing the right thing for clients and protecting Jersey’s reputation remains the same. 

You’re part of Butterfield’s Jersey Management Committee. How does compliance fit into big-picture decision-making, and why is it so important to be involved early? 

Being part of the committee ensures that compliance is embedded in big-picture decision-making rather than considered as an afterthought. Early involvement allows us to identify potential risks, regulatory considerations, and unintended consequences upfront, and to help shape solutions that support the bank’s strategic objectives in a practical way. 

Your career has taken you across law, compliance, trust management and you even studied Islamic finance. How does having such a varied background shape the way you think and lead day to day? 

It gives me a wide perspective. It helps me see things from different stakeholder perspectives both internal and external. This includes understanding our intermediaries and the challenges and client pressures they face, so I can make practical, balanced and timely decisions while keeping the bank safe. 

Compliance can be perceived as complex or restrictive. How do you foster a culture where regulation is seen as an enabler of trust rather than a barrier? 

Compliance can indeed be complex, and one of the most rewarding aspects of the role is finding practical, effective solutions. When compliance is seen as a partner in decision-making rather than a barrier, it becomes easier to embed a strong culture and sustainable practices across the bank. My team maintains an open-door approach, encouraging discussion and collaboration. There is no better feeling than us being able to say yes. 

As a woman in a highly regulated, traditionally male-dominated sector, what lessons have you learned along the way? 

Compliance teams, particularly in Jersey, have changed a lot over the years, and today women are increasingly visible in leadership roles. Our leadership team has equal representation of women and men. What I’ve learned is that building credibility comes from combining expertise with collaboration, knowing your subject, being confident in your judgement, and fostering strong relationships. 

Outside of the office, what helps you switch off and reset and how do you maintain balance in such a high-responsibility role? 

I’ll admit, I don’t always completely switch off, there’s always something new to learn or study, but I make sure to balance that with activities that recharge me. Going to the gym, travelling, reading and spending time with friends and family all help me reset and gain perspective. 

Leading with Clarity

With a career spanning more than two decades in trust and fiduciary services, Jodie Gray has built a reputation for clarity, consistency and client-first leadership. Beginning her professional life in banking, she was quickly drawn to the intellectual challenge and variety of private client work, completing her STEP qualifications early and rising through the ranks to Associate Director at an established provider. After a brief transition into the corporate sector, 

Jodie realised where her true passion lay, returning to private clients and the relationships at the heart of the work. Now a Client Director at Fairway, she brings deep experience, thoughtful decision-making and a refreshingly personal approach to an independent, owner-managed firm that puts families firmly first. 

Fairway is proudly independent and owner-managed, how does that shape the way you lead and make decisions for clients? 

Fairway’s independent ownership and management model was a key factor in my decision to join the firm. It allows us to act nimbly and efficiently in response to our clients’ needs, without being constrained by bureaucracy or a one-size-fits-all approach. Every client and family is different, and this structure enables us to deliver genuine, bespoke solutions. From a leadership perspective, it allows me to make clear, timely decisions that are always aligned with our clients’ best interests. When a decision needs to be made or a tailored strategy developed, we can collaborate quickly and decisively, ensuring considered outcomes. 

As a director in a fiduciary business built on trust and long-term thinking, what values guide you most in your role? 

Honesty and integrity have been central to my career, as they are in any relationship. I’ve always taken a direct and transparent approach with clients, believing there is little value in telling someone what they want to hear if it isn’t achievable, realistic, or in their best interests. 

What leadership lessons have you learned that you wish you’d known earlier in your career? 

I wish I’d known earlier to enjoy and embrace challenges rather than be daunted by them. Taking a moment to pause, listen, and genuinely consider different opinions is invaluable. We learn most from diverse perspectives and experiences. Being prepared and staying focused on the matter at hand also makes a significant difference to effective leadership. 

Outside of your day to day role, what keeps you grounded and gives you perspective? 

I’m a huge animal lover and share my life with four rescue dogs and four cats. Spending time outdoors, particularly walking my dogs along the beach, never fails to bring perspective and clarity after a challenging day. I’m also a cold sea swimmer and can’t advocate enough for its benefits to mental health and overall wellbeing. 

What does success look like for you now, both professionally and personally? 

Success, to me, is ending the day knowing I’ve done the right thing and being surrounded by good people. Professionally, seeing others develop, grow, and progress in their careers is a real measure of success and a source of great pride. 

Looking ahead, what excites you most about the future of Fairway and the role women will play in shaping the next generation of fiduciary leadership? 

In the three years I’ve been with Fairway, it’s been remarkable to see how far the business has come and the opportunities that have been created. We’ve expanded globally, with strong women leading our offerings in Singapore, Madeira, and Dubai – a clear testament to Fairway’s commitment to supporting and developing female leadership. What excites me most is seeing the next generation of leaders, particularly women, step into senior roles with confidence, visibility, and genuine support as the firm continues to grow. 

Putting People First in a Tech-driven World

Geraldine Evans has built a career at the intersection of people, technology and possibility. As Chief Operating Officer and co-founder of Prosperity 24/7, she has spent nearly three decades helping organisations and individuals embrace change, build confidence and unlock their potential in an increasingly digital world. 

Her path into learning and development wasn’t conventional. With a degree in English Literature and Italian, Geraldine began her career on an IT helpdesk for a bank, a role that quickly revealed a much bigger opportunity. She noticed that most technical problems weren’t about broken systems, but about people lacking the knowledge or confidence to use them. Instead of fixing tickets, she started fixing the root cause, developing and delivering training that empowered people to work smarter and with greater ease. That people-first mindset became the foundation of Prosperity 24/7, which Geraldine co-founded in 2011, and remains central to her work today. In an era shaped by rapid technological change and AI, her belief in communication, support and “the art of the possible” feels more relevant than ever. We met with Geraldine to talk about leadership, learning, and why putting people at the heart of technology has always been her greatest strength. 

How would you describe Prosperity 24/7 in a sentence to someone who doesn’t know it? 

Prosperity 24/7 is a technology consultancy business headquartered in Jersey. Our aim is to help clients integrate and use technology to solve their business problems and meet their business aspirations. 

What does being a woman in business mean to you today, compared to earlier in your career? 

Earlier in my career, it was certainly challenging at times to progress in my role and also meet the demands of being a mother. It meant working hard to be taken seriously in environments where women were underrepresented, especially in the technology sector. I felt a strong pressure to prove myself and to navigate spaces where there were very few women to look up to or learn from. At times, it felt like success depended on adapting to an environment that wasn’t designed with women in mind. For both my children, parental leave was only 6 weeks in duration, with very few flexible working provisions. I also did not have any family support on island. 

Today, it means something entirely different to me. Being a woman in business now feels like an opportunity to shape the environment, rather than fit into it. I focus on using my position to support others and help create pathways that make it easier for the next generation of women coming through. 

I also now have the confidence to lead authentically. I no longer feel I need to mirror traditional leadership styles to be effective. Instead, I focus on empathy, collaboration, continuous learning, and empowering others, qualities that I believe are essential to modern day leadership. 

What do you enjoy most about your role as COO and co-founder? 

What I enjoy most about my role is the ability to shape a company where people can genuinely thrive. As COO and co-founder, I’ve had the privilege of helping to build Prosperity 24/7 from the ground up, designing not only how we deliver our services, but the culture, values and environment embedded within them. Seeing colleagues grow in confidence, develop new skills, and progrss in their careers is one of the most rewarding parts of my work. I also love being at the intersection of people, strategy and innovation. Helping our clients overcome their fear of change and embrace new ways of working, particularly through AI and digital transformation, is something I find hugely energising. Prosperity was built on a belief in making a positive difference: to clients, to colleagues, and to the wider community. Being able to champion learning, support women in technology, mentor students, and help shape the future skills of the Channel Islands feels like a privilege. 

Who are the women who have inspired or influenced you along the way? 

Over the years I’ve been fortunate to work alongside women who have had a hugely positive influence on me. Their strength, empathy and conviction which created space for others, especially in sectors where women are underrepresented, influenced me and my approach to leadership. I am also very fortunate to be surrounded every day by our hugely talented female colleagues at Prosperity who model collaboration and innovation. They inspire me every day to be authentic, consistent, and committed to supporting others. 

From a global perspective, Malala Yousafzai who has been fighting for girls’ rights to education since 11 years old is utterly inspiring for her bravery and courage. I also find Sheryl Sandberg, previous COO of Facebook and advocate for women’s empowerment in the workplace, interesting to follow. 

What skill do you think is most underestimated in today’s workplace? 

In my opinion the most underestimated skill today is the ability to have a curious mind and to continue to learn and adapt. With technology moving faster than ever, technical skills alone are no longer enough and what really makes someone stand out is being open to explore, be curious and adapt to change. As the Chair of the Institute of Directors Student Committee, I am privileged to work with students through the Future Leaders Scheme, and I see firsthand just how much of a difference a curious mindset can make. These students participate in a week-long shadowing experience with a director, during which they engage through questioning and observation to gain insights into the professional environment. The value of lifelong curiosity and learning is often underrated, and I feel unless we continue to learn and evolve, we are limiting our personal and professional growth. 

What’s a career lesson you wish you’d learned sooner? 

I wish I’d learned earlier that you don’t need to have all the answers to lead effectively. Leadership is about creating an environment for others to thrive, not being the expert in every scenario. Once I realised that empowering people, rather than trying to carry everything yourself, is a key ingredient to successful leadership, then my work became more meaningful and enjoyable. 

Away from your professional roles, what helps you switch off and stay energised? 

Spending time with my family is the quickest way for me to reset. I’m a mother to two teenagers and have two dogs so life is busy, but in the best possible way. I also travel back to Ireland regularly to see my family there which keeps me grounded and connected to home. And, of course, music, film and the gym, anything that gives me an excuse to switch off fully. 

What moment in your career made you realise the real impact your work was having on individuals or organisations? 

For me, it wasn’t one single moment, it was a pattern I started to notice very early on. Every time I delivered a training session, a presentation, or even a one-to-one conversation, there would be that lightbulb moment when something clicked for someone. You can see it instantly, the shift in confidence and the realisation that technology isn’t something to fear, or the excitement when someone understands how a new tool could genuinely make their work easier. 

Those moments made me realise the true impact of what I do. Upskilling people isn’t just about teaching them a system or process, it’s about unlocking potential, removing barriers, and helping clients see what’s possible. Over the years, those lightbulb moments have scaled from individuals in a classroom to whole organisations transforming how they work. But at the heart of it, the impact is the same, which is giving people the skills and confidence to embrace change. 

Looking ahead, what excites you most about the future of learning and development in the Channel Islands, and Prosperity 24/7’s role in shaping it? 

We’re at the start of a generational shift in how people learn and work. AI is making knowledge more accessible than ever, and companies have a real opportunity to leap forward if they invest in building the right skills and culture around it. What excites me most is the potential to create genuinely inclusive learning environments where everyone, regardless of role or background, can benefit from technology. At Prosperity 24/7, we’re helping our clients move from “training as an event” to learning that is embedded into daily work, supported by tools like Microsoft Copilot. Our ability to combine technical expertise with our people first change approach I feel puts us in a strong position to help shape the future of skills, confidence and digital capability across the island. 

Brains, grit and a bit of essential stubbornness

“My career started at a parents’ evening when I was 12,” Maria laughs. “My maths teacher made a flippant comment to my parents about how I would never be any good at maths.” What could have been a confidence knock became fuel. “Luckily for me, they passed on the message when they got home and being stubborn as a mule, I made it my life’s ambition to prove him wrong.” Fast forward through two maths A-levels, a maths degree and the offer of a fully funded Master’s scholarship, and Maria had done exactly that. Along the way, she discovered something she hadn’t expected at all. “I actually loved it. I loved the process of working through a solution and finding an answer, and I wanted to carry that clarity into my career.” 

That clarity took her from analyst roles in Scotland to a chance holiday in Jersey and a dragon boat race with the founders of a hedge fund. “They were looking for a mathematician, and I’d fallen in love with this island where you could finish work and walk home along the beach. It looked like bliss. When they offered me a role, I snapped their hands off!” 

Working in hedge funds and investment management, Maria found herself drawn as much to people as to numbers. “I loved acting as a translator, explaining the ‘black box’ to clients and helping them really understand what was going on.” After several roles, including seven years at ARC, a meeting with Tim Childe, CEO of Quilter Cheviot International, sealed the next chapter. “We shared the same ethos around client service, and I knew immediately it was the right fit.” 

We chatted to Maria about proving people wrong, trusting your instincts, and why a little stubbornness can sometimes be your greatest strength. 

Was there a defining moment when you realised finance was where you could truly lead and influence outcomes? 

Growing up in a less affluent area of Leeds, money always felt like something that controlled you. When I started working in finance, I saw the opposite: the ability to help people take control of their future. That sense of responsibility, and the trust clients place in us, made me realise this was more than numbers. It was about shaping lives. That’s when I knew I could lead and make a difference. 

Investment leadership often demands conviction under pressure, how have you learned to trust your judgment when the stakes are high? 

For me, conviction comes from preparation and perspective. As a long-distance runner, I’ve learned the hard way that resilience isn’t built in the race, it’s built in the training. In markets, that means doing the work: research, stress-testing, and listening to diverse views. When volatility hits, I remind myself that fear is loud, but fundamentals matter. Trusting your judgment isn’t about being fearless, it’s about knowing you’ve earned the right to be confident. 

Finance remains a male-dominated industry, what realities have you had to navigate that aren’t always visible from the outside? 

One reality is the subtle pressure to ‘fit in’ – to adopt the language, the style, even the confidence of the room. Early in my career, as someone who grew up painfully shy and a people-pleaser, that was exhausting. Over time, I realised authenticity is a strength, not a liability. The other reality is representation: when you don’t see many people like you in leadership, you question whether you belong. That’s why visibility matters. 

What role has female mentorship played in your career? – and how do you now pay that forward? 

Female mentorship has been invaluable. I’ve been lucky to learn from women who lead with both strength and empathy – who showed me that you don’t have to choose between being decisive and being human. Today, I pay that forward by mentoring younger women, sharing the lessons I wish I’d known earlier: that confidence isn’t a personality trait, it’s a skill you build. And that your voice matters, even when it shakes, and mine shakes more than most! 

Do you think women bring a different perspective to investment decision-making, or is that an oversimplification? 

I think diversity, gender and otherwise, brings different perspectives, and that’s what matters. Women often approach risk and collaboration differently, but it’s not about stereotypes; it’s about balance. The best decisions come from diverse teams that challenge each other’s blind spots. Diversity isn’t a nice-to-have – it’s a performance driver. 

In volatile markets, what separates successful investment leaders from the rest? 

Discipline and empathy. Discipline to stick to fundamentals when noise is deafening, and empathy to understand the human side of volatility – clients aren’t just numbers, they’re people with fears and dreams. The leaders who combine technical skill with emotional intelligence are the ones who stand out. 

What’s a commonly held belief in the investment world that you quietly disagree with? 

I quietly disagree with the belief that investing is only for the wealthy. In reality, investing isn’t about having millions – it’s about building habits, understanding risk, and starting small. At Quilter Cheviot we believe that “money needs a plan” and it really does, no matter the size of the pot. 

What has failure taught you that success never could? 

I learnt about failure early on, when my maths teacher told me I’d never be good at maths. It was a great lesson for me as a people pleaser, it taught me that no matter how hard you try, you can’t please everyone and that’s okay. Success feels great, but it rarely changes you. Failure does – it humbles you, forces you to dig deep, and gives you a strength you didn’t know you had. It makes every win feel earned, and every setback a stepping stone rather than a wall. 

How do you maintain clarity and composure when markets, and expectations, are turbulent? 

Uncertainty is part of life – you can’t control everything and everyone, but you can control how you respond. In turbulent markets, I focus on fundamentals and long-term objectives rather than getting swept up in noise. Emotions drive markets, but discipline drives results. Staying calm isn’t about ignoring risk; it’s about making decisions rooted in data, not fear. 

What personal habits or non-negotiables help you operate at the top of your game? 

Running is my reset button. Long-distance running has taught me patience, resilience, and the power of incremental progress, all qualities that translate to leadership. I also protect thinking time: in a world of constant noise, clarity comes from space. And I never compromise on preparation – confidence under pressure is built long before the pressure arrives. 

What advice would you give to ambitious women entering finance today that goes beyond the usual soundbites? 

Don’t wait to feel ready – start before you do. Confidence grows through action, not perfection. And build your network early; relationships are as critical as technical skills. Finally, don’t lose yourself trying to fit in. The industry needs your perspective, not a carbon copy of what’s already there. 

What’s one lesson you wish you’d learned earlier in your career? 

That failure isn’t fatal – it’s feedback. As someone who grew up shy and desperate to please, I feared mistakes. But the truth is, failure teaches you more than success ever will. It humbles you and makes every win feel earned. Without weathering a storm, you will never fully appreciate the feeling of the sun on your back. 

Finally, what excites you most about the future, for the industry and for the next generation of women leaders? 

I’m raising two incredible daughters, now 10 and 13, and they are already far more confident than I ever was. We’re no longer raising girls to be seen and not heard – we’re raising them to be fierce, to go after what they want, and to believe they can be anything they choose. I’m incredibly excited to see what this generation brings to the industry, and especially to leadership. They have an extraordinary blend of empathy and strength, and when combined with the power of AI and their ability to harness technological advances, I believe the next generation won’t just enter finance, they will shape it. And they’ll do it on their own terms. 

Where Expertise meets Impact

With a career spanning more than a decade at Saltgate, Hannah Stevely is a powerful example of what long-term investment in people can achieve. Having joined the firm 12 years ago as a Senior Administrator, Hannah’s journey has taken her through fund accounting, leadership, and strategic management, evolving alongside the business itself. Now an Associate Director within the Client Services team, she oversees around 40 people and sits at the intersection of technical excellence and human connection. 

For Hannah, great leadership isn’t just about ticking boxes or meeting deadlines, it’s about being present, adding value, and empowering others to grow. Known for her thoughtful approach and calm authority, she believes exceptional client service comes from simplifying complexity, anticipating challenges, and building relationships that feel like an extension of the client’s own team. In this interview, Hannah reflects on her leadership journey, the importance of continuous learning, balancing a demanding career with motherhood, and why impact, integrity and balance define success for her today. 

You’re an Associate Director within Saltgate’s Client Services team, what does a great day at work look like for you? 

If I get to the end of the day and I’ve ticked off more things from my to-do list than I’ve put on, that’s a win! But generally, a great day is being in the office and supporting my team; I have oversight of around 40 people and I love being present to support them. It’s rewarding when the team come to me for guidance; I leave knowing I’ve passed on some knowledge. If I create something where I know I’ve added value, I feel it’s a job well done. It’s a balance between strategic thinking and human connection. 

Fund administration can be complex. What do you think really sets exceptional client service apart in this space? 

Exceptional client service, in my view, comes from conscientious staff. Technical excellence is a given, but what really sets the bar for exceptional service is the ability to simplify complexity and to foresee issues before they arise. The goal is for the client to view us as an extension of their own team. 

Saltgate invests heavily in people, development and technology. How has that focus supported your own growth and leadership journey? 

I’ve had the opportunity to qualify as a Chartered Accountant, and develop my leadership skills alongside my technical expertise, with genuine encouragement to think strategically. Saltgate also has a fantastic and long-standing leadership team – which has helped hugely in my own journey to leadership. We have a lot of inspirational women within our business! 

What’s the best piece of career advice you’ve ever been given and do you actually follow it? 

“Remember every day is a school day” – never be afraid to ask questions and humble yourself if there’s something you don’t know. I’ll always hold up my hands if I don’t know the answer. 

Looking ahead, what excites you most about the future – for your career, for Saltgate, and for you personally? 

I’m really excited to continue to add value to the Senior Management Team, it’s a very rewarding role and gives you fascinating insight into how the business operates. I am particularly interested to see how the industry landscape develops over the next 5 years with the increasing adoption of AI and tech, and to see how I can utilise this in my own life; both professionally and personally. 

What do you get up to outside of work? 

I spend most of my time with my daughters; we love to go for hot chocolate at the WaterSplash and watch Gilmore Girls together. When I’m not living my best mum life, then exercise and spending as much time outdoors are my greatest sanity savers. I took up surfing recently, and I love road cycling, running, and lifting weights. 

As both a parent and a successful professional at Saltgate, how do you navigate the balance between your personal and professional responsibilities, and are there any tools or strategies that particularly support you? 

The balance is never static. I’m always very intentional about planning my time and being fully present, whichever role I’m in. Saltgate are a fantastically supportive company with a lot of flexible initiatives, having an employer that genuinely understands that high performance and parenthood can coexist makes an enormous difference. 

What does success look like to you right now and has that definition changed over time? 

Success for me looks like impact, balance, and integrity. It’s showing up with my best self, being a role model and a good mum to my daughters, and pursuing my own passions where I can. Before parenthood I was heavily driven by career progression, now I’m a mum to two future potential little business women, it’s about striking the balance. 

Strength, Clarity and Compassion

With extensive experience in family law, Clare Woodhouse has built a reputation for combining rigorous legal expertise with deep empathy. As a Managing Associate in Viberts’ Family Law team, she supports clients at moments of profound change — when emotions run high, certainty feels distant, and clear guidance matters most. 

For Clare, family law is not simply about legal outcomes, but about people. It’s about listening carefully, offering calm and practical advice, and helping clients find their footing during what can be one of the most challenging periods of their lives. She speaks with honesty about the emotional complexity of the work, the responsibility that comes with guiding families through separation, and the privilege of witnessing clients emerge stronger, more confident and ready to move forward. Clare talked to us about resilience, empathy, and why fairness, dignity and long-term wellbeing must always sit at the heart of family law. 

With more than twenty years in family law, what continues to motivate you in a practice area that is often emotionally complex and deeply personal? 

I have always been – and remain – motivated by my clients. It is not uncommon for the client who attends our first meeting to be very different from the person who emerges at the end of their family law journey. I am continually inspired by the resilience people show and their capacity to adapt, even in the face of changes they never expected or wanted. 

I have great respect for how difficult it is to confront deeply personal challenges, particularly when circumstances feel out of one’s control. Being able to support and guide clients through such a significant life transition is a genuine privilege and one that motivates me every day. One of the most rewarding aspects of my work is seeing former clients, months or years later and witnessing the strength, growth, and stability they have achieved after a very difficult period in their lives. 

Your work requires both rigorous legal analysis and a high degree of empathy. How do you balance those two skills when supporting clients through some of the most difficult moments of their lives? 

After more than 22 years practising in family law, I have learned that rigorous legal analysis and empathy are not competing skills – they are complementary. Clients come to us at one of the most vulnerable and emotionally overwhelming periods of their lives. The first and most important step is to truly listen and to acknowledge the impact the situation is having on them as people, not just as legal clients. Feeling heard and understood allows clients to begin to regain a sense of stability and trust in the process. 

At the same time, my role is to provide clear, objective, and practical legal advice. Emotions can understandably cloud decision-making, so I focus on breaking complex legal issues into manageable steps and explaining the likely outcomes in a calm and realistic way. This helps clients move from a place of distress to one of informed decision-making. 

Empathy guides how I communicate and support my clients, while logic and legal experience guide the advice I give. By combining compassion with clear analysis and a focus on practical solutions, I am able to help clients navigate their immediate challenges while keeping sight of their long-term wellbeing and, where relevant, the best interests of their children. 

As an experienced lawyer, what advice would you give to young women joining the profession? 

I would encourage young women entering the profession not to shy away from difficult conversations – whether with clients or with other practitioners. It is often within those challenging discussions that real progress is made. In family law particularly, what is in a client’s best interests is not always what they want to hear. You must be prepared to provide clear, practical, and sometimes unwelcome advice when emotions and hurt are clouding judgment. Clients value honesty, transparency, and guidance they can trust. 

Within the profession, I also believe women have a responsibility to support and champion those coming behind them. This includes making time to listen to younger women’s career aspirations, offering guidance on best practice, and providing both constructive feedback and genuine encouragement where it is deserved. 

Finally, I would say to anyone considering a career in family law that it is more than just a job – it is a vocation. It requires a careful balance of empathy and pragmatism. Family law is not about “battling it out” for the sake of conflict. A focus on fairness, practical solutions, and what is truly best for your clients – and their children – must always remain at the centre of your work. 

Looking ahead, what do you see as the most important role family lawyers can play in shaping fairer outcomes for families and children? 

I believe the most important role family lawyers can play is helping families find outcomes that are fair, sustainable, and focused on the wellbeing of the family as a whole, while still carefully protecting our client’s best interests. A conciliatory and solution-focused approach – rather than adversarial litigation – gives families the best opportunity to move forward and redefine themselves as a new family unit, even when living separately. 

While no one emerges from separation unscathed, family lawyers can help parents navigate this transition with dignity and respect. Our role is to assist families in finding a path forward that minimises long-term harm, preserves important relationships, and supports healthy co-parenting. The hope is that, in time, parents can stand together at significant milestones – such as a child’s graduation or milestone birthday – without their child feeling caught between them. That outcome, whenever possible, should always remain at the heart of what we do. 

Empowering women in business: How Santander’s Women Business Leaders’ Mentoring Programme is shaping the next generation of entrepreneurs

For women building businesses in Jersey, the Santander Women Business Leaders’ Mentoring Programme (WBL) is more than a professional development scheme – it’s a confidence boost, a support network, and for some, a turning point in their entrepreneurial journey. 

Since its launch in 2019, Santander’s Women Business Leaders’ Mentoring Programme has supported nearly 1,200 female entrepreneurs across the UK and Crown Dependencies, helping them develop leadership skills at every stage of business growth. 

The Programme is in partnership with Moving Ahead, a specialist award-winning mentoring and development organisation which connect mentees to experienced business owners, or leaders with corporate experience, for 1:1 sessions alongside virtual masterclasses from inspirational role models and speakers. 

Kirsty Lamond, Head of Retail Banking, Santander International, said: “This is the eighth year of the Santander Women Business Leaders’ Mentoring Programme. Last year we joined forces with Maria O’Regan and our colleagues in the UK to promote the programme locally, and this year we are looking to attract 100 new mentees from across the UK, Jersey, and the Isle of Man. These include female founders, business owners, or majority shareholders, who have been trading for a minimum 18 months. The mentoring sessions take place remotely, so mentors and mentees are matched by need and experience rather than location, which tends to offer some great pairings.” 

For Rosie Whooley, Founder and Director of Renova Agency an influencer marketing and management agency, these pairings were a game changer. Joining the Programme gave her access to inspiring female leaders beyond Jersey and a mentor who helped her turn ambition into action. 

“My mentor, Carole, was incredibly supportive and inspiring. She was there to help guide me the entire year and, later, provided me with the encouragement and support I needed to launch my own agency. Without her, the journey to starting my business would have been much longer and nowhere near as professional. It has been great to know Carole is always there to provide advice and chat things through, no matter what the scenario. 

“During the Programme I learnt how resilient I can be, and my self-belief greatly improved. My confidence, specifically with skills in pitching and networking, has improved the most, to a point now where I’m confident to go out to gain new business, something that I wasn’t before. With my mentor’s help, I am now also very active on LinkedIn and use it frequently for networking and building connections. 

“Thanks to WBL I developed the belief, skills and knowledge to set up my own business, which just a year before would not have been possible. My business started very successfully, gaining three clients within the first few weeks.” 

Santander also provides ‘Beyond Mentoring’ support which includes virtual sessions addressing challenges businesses face including finance, marketing, digital, and sustainability. Participants join an established peer-to-peer network, building a community to collaborate and exchange ideas, and get free access to the Santander Open Academy Platform, a global learning initiative, providing hundreds of courses on everything from AI to leadership to sustainability. 

Kirsty added: “Our priority is to our customer base, but the Programme is also open to businesses willing to be a customer, subject to meeting WBL criteria. We are also inviting experienced business owners or leaders with corporate experience as mentors to apply. Male or female applicants are welcome, but they must have knowledge of small to medium size businesses.” 

The Programme’s impact doesn’t stop with mentees. Many women return as mentors, creating a powerful cycle of support and shared learning. Ceri Tinley, Co-founder and Managing Director of Consensio Chalets, a luxury chalet operator in the French Alps, has experienced WBL from both sides. 

“I feel that this programme is valuable for both mentees and mentors. It is very well structured, and the value received from the training throughout is exceptional. Two of my three mentees massively restructured and streamlined their businesses over the nine months; they managed to really focus on their ‘why’ and adjust their offering to be specific and aligned with their core values which allowed them to push their businesses forward.” 

The WBL Programme 2026 is open for applications from Monday 2 February to 9th March. To apply see Santander X or scan the QR code for details. 

An Evening That Invested in Women: Rathbones Supports a Thoughtful Gathering of Wellness, Words and Connection

On a rain-lashed January evening, when winter can feel at its heaviest, something quietly powerful unfolded behind the doors of Lockes. Forty-two women gathered, filling the space to capacity, for an Evening of Wellness & Conversation, an event that offered warmth, depth and genuine human connection at a time of year often defined by pressure and self-criticism. 

Hosted by Jersey-based health coach Nicola Eastwood alongside New York Times bestselling author Sophie Cousens, the evening was generously supported by Rathbones Investment Management International, whose involvement reflected a growing recognition that true wellbeing, much like long-term financial health, is built through thoughtful, sustainable choices rather than quick fixes. 

From the moment guests arrived, the atmosphere felt intentional and calm. Soft lighting, a beautifully prepared sharing table and a bespoke warming dawa created by the team at Lockes set the tone, inviting conversation rather than performance. The evening unfolded in an open, interview-style discussion, exploring themes that resonated deeply with those present: midlife, burnout, balance, resilience and the often-unspoken realities of modern life. 

Importantly, this was not an event about “fixing” oneself. Instead, it reflected a broader cultural shift away from the noise of Blue Monday narratives and punishing New Year’s resolutions, towards a gentler January, one rooted in reflection, nourishment and connection. It was an approach that felt entirely aligned with Rathbones’ long-standing philosophy of taking a long-term, considered view, whether in wealth management or in life. 

Leah Lovell, Investment Manager at Rathbones, captured this alignment perfectly: “The evening created a genuine sense of connection and thoughtful conversation. It was a pleasure to support an event that brought together such an engaged community of women in Jersey.” 

Throughout the evening, conversation flowed easily, sometimes thoughtful, sometimes humorous, always honest. Sophie Cousens spoke warmly about the evolving meaning of wellness, noting that it extends far beyond diet and exercise. “It might be less screen time, more reading, deeper friendships or even starting something new,” she shared. “With busy lives, finding balance is something we all wrestle with.” 

Guests echoed this sentiment, describing the event as “a warm, refreshing environment with amazing women”. One attendee reflected, “It wasn’t about pressure or productivity. It was about connection, conversation and taking a breath.” 

As guests lingered long after the discussion ended, the sense of community was unmistakable. Thoughtfully curated goodie bags featuring a mix of national brands and local Jersey businesses reinforced the evening’s community-focused ethos. For Nicola Eastwood, whose work focuses on supporting women through midlife transitions, the response reaffirmed the power of shared space. “Midlife and burnout are very real experiences for many women,” she said. “Creating an environment that feels supportive rather than pressured can be incredibly impactful.” 

In a world increasingly dominated by speed and noise, this January evening stood as a reminder of the value of slowing down and of the organisations, like Rathbones, that recognise the importance of investing not only in financial futures, but in people and community too.