Earlier in my career, I worked with a brilliant founder-led business in the private sector - fast-growing, highly entrepreneurial, and genuinely successful. When confronted with the idea of introducing more structure and discipline around decision-making, the reaction was familiar:
“We’ve got this far … why do we need governance now?”
And for a while, they were right - speed, instinct, and sheer drive carried everything forward. But as the business scaled, the environment became more complex, decisions affected more people and risks multiplied. The informal ways of working that once fuelled growth suddenly created gaps, confusion, and strain. And eventually, money was lost - not because anyone did anything wrong, but because things slipped through the gaps.
It was a painful moment for them. And an important one for me. It proved that governance isn’t about isn’t about stifling ambition, it’s what supports it when success starts to scale.
And that’s why BUCS has been such a breath of fresh air for me. Here, governance isn’t seen as a hurdle, it’s a catalyst. A shared belief, not an obligation. And that changes everything.
Where governance has purpose, not ego
Joining BUCS, I stepped into a community where:
- people care deeply about fairness and transparency
- voices matter, especially student voices
- consultation isn’t a process - it's a principle
- challenge is welcomed, not feared
- decisions are made with heart as much as head
That doesn’t just build better structures. It builds trust. Connection. Shared ambition.
And as someone who has spent years helping organisations use governance to empower, not restrain, it has been genuinely inspiring to see that belief lived here.
Listening with intent and acting with integrity
A few years ago, BUCS members raised concerns about governance. The easy response would have been to minimise, delay, or defend.
Instead, BUCS chose courage.
We listened. Really listened.
We invited feedback, even when it was uncomfortable.
We worked with members, not around them.
We showed humility.
We asked, “How do we do better?” and then we got to work.
Member-led working groups.
Open conversations.
A spirit of partnership and accountability.
The unanimous vote to modernise BUCS’ Articles wasn’t just approval - it was a statement of collective belief and shared direction.
Proud of progress and the culture behind it
Today, BUCS is fully compliant with the UK Sport/Sport England Code - a moment to celebrate and a sign of how far we’ve come. But the certificate isn’t the most important part. What matters is the mindset:
We didn’t change because we had to. We changed because we wanted to do right by our members and our students.
Being part of this journey has reminded me why I fell in love with governance in the first place:
It gives people confidence.
It gives leaders clarity.
It gives communities a voice.
It shapes better decisions and better outcomes.
And most importantly, it shows that leadership isn’t about control - it’s about responsibility.
Looking ahead
I am incredibly proud of the progress we’ve made - and even more excited about where we're going. We don’t claim to be perfect, and we don’t pretend the journey is finished.
But we move forward with honesty, courage, and unity and that is powerful.
BUCS has shown what happens when governance is a shared commitment - not a compliance exercise.
This is governance with purpose. With humanity. With heart. And it’s a privilege to play even a small part in that journey.
