Local government is grappling with an unprecedented level of transformation in the form of devolution and reorganisation alongside the constant need to balance budgets. In this context the ability of their chief executives to deliver has never been more crucial.
But is the private sector sufficiently aware of the unique skillset acquired by those at the top of local government, and how can a flow of senior managerial talent between the private sector and local government work in a way that is mutually beneficial? The MJ and Odgers gathered a selection of chief executives and senior sector experts to focus on the value of crossover.
Private sector organisations are particularly interested in the question of the cultural fitness of recruits, said one round table attendee. ‘It's not so much about how did they add to shareholder value, it's about how did they interact with their peers, and what culture did they set up? That's an interesting shift, which opens the whole sector to people from outside.'
Participants highlighted the complexity and diverse responsibilities of local government, contrasting with the more focused goals of the private sector. One said local authority participants around the table had a ‘huge advantage over many other industries and sectors due to the level of complexity of their work'.
Another local authority participant with public and private sector experience pointed out that the public sector ‘does quite a lot of unsexy but necessary things in society'.
They added: ‘There's tons of everyday innovation, with people having to do things differently because their operating environment has completely changed. The law's changed. They've got no money. And there isn't a sparkling founder to champion that or turn it into a brilliant social media post. But it's about thousands of people in an everyday way doing things differently to make things better. For people outside the sector, that's the thing I'd really love to be able to shine more light on.'
One participant, who moved back into the public sector after many years in the private sector, spoke of being ‘blown away by the diversity of the team I was with and I loved that camaraderie. It was quite an eye-opener. I was sat around the table with a young, diverse group of people including the heads of children's and adults' services. I loved being part of that team in a way that I hadn't felt in quite some time. There's something quite special in that.'
One participant emphasised the importance of the chief executive's risk management role. ‘We all have corporate risk registers, and if we were to add up all of the numbers it would exceed billions because of the risk that we're carrying. I've always been told "the buck stops with you".' The skills local government chief executives could bring to the private sector should be recognised, they added. ‘The world is missing out on some really good people, because every chief executive across London, across the UK, has to have a real strength of character, real strength of purpose, to be able to do the jobs that we do.'
Another offered insight into the approach required when moving to the public sector to work with a large proportion of staff who have also shifted from the private sector. ‘A lot of humility and curiosity is quite important coming in, to recognise that you might arrive with lots of experience, but the systems thinking and the type of diversity you come across is very different. I challenge myself on that sort of thing every day.'
One participant, who has ‘done time in lots of sectors', explained that they were now based in the public sector at an organisation with a large capital projects portfolio. In their view, those who come in from the private sector and accept that the work is different have done very well, while ‘those who think the way to deliver in the public sector is to take their experience from the private sector and apply it ruthlessly are struggling'.
What are the personality traits that lead to people making a success of the transition to local government? ‘It's the ones who recognise they're trying to deliver in a more complex landscape and are probably a little less gung-ho.' Responding to another participant, who added that this needs to be balanced with ‘having people who get things done', they commented: ‘It's actually about harnessing that drive with the challenge of having politicians wanting to know what's going on.'
One participant emphasised the importance of the chief executive's risk management role. ‘We all have corporate risk registers, and if we were to add up all of the numbers it would exceed billions because of the risk that we're carrying. I've always been told "the buck stops with you".'
The skills local government chief executives could bring to the private sector should be recognised, they added. ‘The world is missing out on some really good people, because every chief executive across London, across the UK, has to have a real strength of character, real strength of purpose, to be able to do the jobs that we do.'
They continued: ‘It's about being able to see the value that individuals who have spent their whole careers in local government can bring into those boardrooms, where some of your board members may never have seen or will understand what it means to be the chief executive in an organisation where there's high deprivation, and you're also balancing great leadership as well. I feel really proud to work in local government.'
Another participant stressed more needs to be done to showcase where people within local government have been successful. ‘When I talk to people who are in private business and I explain the things I do as a chief executive, most of them are amazed I do it for the money I do it for. Because they say it's too risky, there's too much going on. The personal liability is colossal.'
In their view local government chief executives ‘are chameleons in many respects', with their skillset ‘light years different' from 10 years ago. ‘We're constantly changing, constantly evolving, and we operate in a local context that is so political with a small "p". I think all of those are the things that we need to bring to the table in terms of why we want the roles.'
One participant who has worked in local government for a number of decades said they ‘don't really want to work for a private sector company that's very attached to local government. If I wanted to do the same again I'd just get another chief executive job.'
On the question of what the private sector is looking for, one participant explained that most boards of private organisations ‘can't afford to carry too many curious people who want to learn'. But another participant responded: ‘I think as a [local government] sector there's a lot of stuff we're very good at, and that's what we're trying to sell.'
Another participant with an in-depth knowledge of the private sector put the emphasis on what unites leadership across UK PLC. ‘Public and private sector almost sounds like a them and us. It's about the economy and we're all in that together. I think it's more about systemic leadership.'
Echoing that take, one attendee concluded: ‘There's more that we have in common than not. Whatever the sector there's a lot that would look the same.
‘Around the edges there will be some nuances and differences for the teams. But I would start by saying "here are all the common attributes of effective modern-day leadership, and here's the capabilities and competencies good leaders will need in the next five years".
‘We need to start understanding what are the common traits now, and what will they look like in the future. And how can we start preparing for that?'
COMMENT: The leap from local government is a strategic upgrade for businesses
By Jes Ladva – managing partner, Odgers Interim
For some time now, we at Odgers have been leading on a strategic initiative to better promote cross sector movement, given our board and C-Suite presence in private, public and not for profit sectors.
However, we still do not see enough movement from local government (in particular) into commercial, different and high-profile appointments. This event, alongside other internal initiatives, form part of a workstream I lead, aimed at ensuring the best in Government are well represented in all manner of search appointments.
In the world of talent mobility, one of the most underrated power moves is the leap from local government to the private sector. It's not just a career pivot – it's a strategic upgrade for businesses hungry for resilience, stakeholder savvy, and real-world problem-solving.
Local government professionals are the Swiss Army knives of public service. They've navigated budget constraints, balanced competing interests, and delivered services under intense scrutiny. These are people who've mastered the art of doing more with less – an increasingly valuable skill in today's lean, agile corporate environments.
What makes them especially attractive to private sector employers? For starters, they bring a deep understanding of community dynamics, regulatory landscapes, public accountability and scale (read our OLASE (Odgers Local Authority Stock Exchange index) report, comparing councils to the FTSE 100-250). They're strategic operators who know how to get things done across silos and sectors. And let's not forget their diplomatic finesse: if you've ever survived a town hall meeting with angry constituents, you're more than ready for a boardroom debate.
Cross-sector moves also inject fresh thinking into corporate culture. These professionals challenge assumptions, bring a service-first mindset, and often have a stronger sense of purpose.
Recent areas where we have had good representation from local government in our search processes include; sports (Football Association, Olympics, Rugby, Cricket), consultancy (small, medium and large), central Government, housing associations and a personal favourite – a well-known sparkling wine company...
For more information, do get in touch.
Round table attendees
Ian Davis – chief executive, Lambeth LBC
Mark Bourgeois – chief executive, Government Property Agency
Kim Wright – chief executive, Brent LBC
Ben Still – chief executive, West Yorkshire Combined Authority
Julie Nugent – chief executive, Coventry City Council
Dawn Carter McDonald – chief executive, Hackney LBC
Tony Clements – chief executive, Ealing LBC
Jes Ladva – managing partner, Odgers Interim
Susanne Thorning-Lund – partner, Odgers
Simon Cummins – partner, Odgers
Paul Marinko (chair) – deputy editor, The MJ
Ann McGauran (reporting) – commissioning editor, The MJ
