PRESS

The Invest in Women Taskforce was designed to turn the Rose Review's findings into deployed capital. Two years in, its flagship fund of funds has not invested a single pound. The underlying funding gap it was created to close has widened in the meantime. The distance between institutional ambition and institutional action has rarely been this visible. Read the full article here.

When Dame Alison Rose took over at NatWest, the bank had spent a decade telling itself it was customer-led. The data told a different story. What followed was a systematic rebuild of how the organisation measured, prioritised, and delivered customer value — and it turned out to be the same thing as building shareholder value. Read the full article here.

Dame Alison Rose spent three decades building what she called a relationship bank for a digital world. Her appointment to the FNZ board is not a departure from that philosophy. It is the next logical step, moving from running an institution that serves customers directly to shaping the infrastructure that will determine how the next generation accesses wealth management. Read the full article here.

FNZ manages over $2 trillion in assets and has the technology to make wealth management more accessible. What it needed was someone who has actually done the harder work of building trust with people financial services has historically overlooked. That is why it appointed Dame Alison Rose. Read the full article here.

Five years after the Rose Review identified £250 billion in unrealised economic potential, Dame Alison Rose takes stock of what has changed, what hasn't, and why the pace of progress still isn't good enough. Read the full post here.

Two years after stepping down from NatWest, Dame Alison Rose is taking on a new role as UK chair of FNZ, a wealth technology firm serving 650 wealth managers globally. The appointment comes as the fintech emerges from a period of regulatory scrutiny and positions itself for its next phase of growth. Read the full article here on Financial Times.

The pressures reshaping legal services — technology disruption, shifting client expectations, the need for sharper strategic focus — are not so different from what Dame Alison Rose inherited at NatWest. Her appointment to chair Mishcon de Reya's board suggests the firm knows exactly what kind of leadership the next chapter requires. Read the full article here.

Mishcon de Reya's Vision 2030 is one of the most ambitious transformation programmes in legal services, spanning AI adoption, international expansion, and operational overhaul. Dame Alison Rose has been appointed to chair the board overseeing its execution, bringing a track record of delivering exactly this kind of complexity at scale. Read the full article here.

Most leaders face crises one at a time. During her tenure at NatWest, Dame Alison Rose faced COVID-19, Brexit, the war in Ukraine, and a fundamental shift in monetary policy all at once, across an organisation serving 19 million customers. What she learned about leading through overlapping uncertainty is worth paying attention to. Read the full article here.