Businesswomen From England

"I have always wanted to work in an organization that is global. Whilst these situations are tough, I have found retaining a sense of humor and understanding cultural nuance has been vital to not take things like that too personally."

"Philanthropy can help by injecting resources to both insulate coverage from cutbacks and accelerate important reporting projects. Grants can give newsrooms the runway they need to deepen their coverage, experiment with new approaches, help make important shifts toward greater diversity, and confront relentless threats from misinformation."

"We’re a licensing business so we have a good framework … I think it is really important where those two principles can be respected — that you get independent fact-based and nonpartisan journalism information or content into the training of these algorithms."

"It is now 18 months since the Post Office began operating independently of Royal Mail."

"There’s no point the Government subsidising the Post Office just to be an anchor in the community, we have to provide services so that everybody uses us too."

"Despite the expansion of online shopping, until recently some post offices were still opening from 9am to 5pm, closed half-day Wednesday, closed half-day Saturday, closed all day Sunday. And if you don’t offer the hours customers need, they take their business elsewhere."

"I was given much information and, as the Inquiry has heard, there was information that I wasn’t given and others didn’t receive, as well. One of my reflections on all of this is that I was too trusting. I did probe and I did ask questions and I’m disappointed where information wasn’t shared."

"at the end of day, it’s not a partnership between two organisations, it’s a partnership between the people who work in these organisations. So my team and your team, and you and me and our chairs, you know, all those different levels. Those relationships need to be strong and nurtured and continually, I guess, renewed and built upon."

"And yeah, it was really keen to pursue a career in the charity sector, but actually found it, it was it was very hard to get into."

"think I’m probably safe to say no. And it’s funny, whenever people kind of describe NCVO in those terms, I suddenly get this overwhelming kind of complex of Oh, my goodness, am I actually supposed to be doing this job?"

""Now it is time for me to do something else while maintaining my interest in skills and young people. For me, the future is about continuing to be involved in the things I love while finding more time to enjoy my wonderful family and, in particular, my beautiful grandsons.”"

"“We cannot leave this problem to the Government and schools. We need to work together to help young people – and to develop the next generation of skilled employees for the future.”"

"“I try to define myself personally by my job to deliver on those two things first first rather than by my gender. But I recognize the responsibility I have as a leader, in brackets a little bit, as a role model, because you’re just more visible whether you like it or not.""

"The part of our trust agenda is being a modern employer where whoever you are … you can bring the very best version of yourself to work without fear of any kind of inappropriate behavior."

"I’m looking forward to what Waitrose is going to be doing over the next two to three years"

"We’re back on track and much more fit for the future. This is a launch pad for the next phase of growth for the business and to be frank we’re in as solid a position as we could be given the five years we’ve had"

"The partnership model was never in question"

"“As a country we walked away from apprenticeships and manufacturing generally. Now it’s very much back on the agenda, but we’ve got a lot of catching up to do to make sure we’re got the right skills.""

"I’m a very pragmatic person,"

"At a time when we have been put into special measures, had huge challenges and have made significant organisational change, we were able to attract a high calibre team which is really important in terms of sustainability and long-term improvement"

"Look at the high street names that aren’t here, but were here in 2019. The fact that we’ve come through it, the business has got momentum and the team is in place for a smooth transition. I’ve felt incredibly lucky."

"The last thing I’d say in terms of capital allocation is: no one should be in any doubt about our commitment to and recognition of the primacy of delivering returns to shareholders."

""Everyone thinks the answer to every question these days is AI. It isn't. The answer to every question these days is all about the people. If you have a technically brilliant, aligned, energetic, committed, diverse, team, you can achieve absolutely anything,”"

"We’re really about trying to unlock the economic potential of industrial robotics and give a lot more businesses and developers real access to it,” the executive tells TechCrunch."

"The situation is very fluid. We’ve been anticipating it for some time and we are confident that we will navigate through it. Our priority is always to make sure that we are securing supply of our medicines and vaccines to the people and patients who need it."

"I mean we have been through quite a radical transformation as a company over the last five years."

"We’ve come through once in a generation events over the last five years"

"“We have to bring young people in and really equip them, and move them through really fast. But we also have to up-skill – they are going to be the engineers for tomorrow.”"

"One of the things that perhaps is underestimated for GSK is that when we went through the separation and the creation of Haleon, we used that to reset our global supply chain for meaningfully more resilience. That includes dual sourcing in all circumstances."

"We don’t manufacture there, so there’s no direct impact in terms of China-US relations. Perhaps you could even argue there may be opportunity as a British-based but global company for us."

"We’re now a pure play biopharma and as you said absolutely after the major demerger of Haleon and absolutely resolutely focused on getting ahead of disease literally by preventing it and treating it and that is really taking advantage of this explosion in technologies, new vaccines technologies that we’ve seen, of course, mRNA"

"“They were looking for leadership. In a sense there was a vacuum there. A lot of people knew me as I had worked there before and I was known by local partners – everyone was very welcoming. But the staff were yearning for someone to come in.”"

"The way staff engaged with it and agreed to the changes we made was a real testament to them. We have not really had any challenges"

"The real leadership challenge is how to deliver sustainable improvement year in and year out – someone said to me it’s more a marathon than a sprint.”"

"We’ve had the pandemic and we’ve had inflation at a level we haven’t seen since the 1970s. We’ve come through that as a partnership with all the upsides of the partnership – transparency, service, long-term focus – intact."

"I would say it’s a watershed moment. Some of the difficult decisions we took over the last year mean that we’re now generating more cash as a business"

"The partnership almost sits apart from the rest of the business world,” she adds. “We’re almost more in the mode of the BBC or NHS as a national institution, because people feel that they’ve got a stake."

"The question is about how you fund your growth. The most straightforward is you generate your own cash through trading."

"I always ask, what’s the upside?"

"“I have had an amazing career over the past 40 years and worked with extraordinary people who share my passion for the food and drink industry,”"

"For us, finding a solution is very, very important,"

"I ended up doing both internships in the fashion department which clearly shows how comfortable I felt in that sphere."

"I had to do two internships and I remember applying to a student internship at InStyle, because I have known them from the US. At that time InStyle was still relatively new and unknown."

"I realized that I really wanted to work in this field after finishing my course."

"I look at it as a very virtuous circle. The more participants and fans we can engage with via our clubs and other programs at the grassroots level ultimately brings more strength to the pipeline and the development side of the sport, which ultimately should lead to even more success at the elite level."

"Last season, we had our best season ever on the snow across all of our sports, and we had record revenues and marketing growth. And I hope this season we will see more of the same. I'm pleased about the progress that we're making, but we still have have a long way to go."

"I think that further engagement of broadening the base and providing the right support ultimately leads to more commercial interest, as well, from brands and donors and others."

"I also realized quickly that writing would not be an option for me and that I would much rather create concepts for fashion and flat lay pages."

"There’s been learnings from all of the roles. My learning has been there are many more similarities and synergies than there are differences. I wanted to take this job because I felt I could make a positive impact right out of the gate,"

"I was a tennis player growing up, that was my obsession. I came on a tennis scholarship to the US and then ended up graduating and doing a masters (in sports management and business)."