Terry DavidIn a career defined by leadership at the highest levels of British banking, Dame Alison Rose has often found herself at the intersection of finance, policy, and public trust. Her appointment to the Prime Minister’s Business Council represented more than a professional accolade. It was an opportunity to bring the voice of one of the UK’s most established financial institutions into direct dialogue with government leaders.
Rose, who served at NatWest Group for more than three decades and held the chief executive role from 2019 to 2023, describes her time on the council as a responsibility to balance the interests of business with the broader needs of society. The council convenes leaders across industries to advise the Prime Minister on how best to navigate economic challenges. For her, this meant drawing upon decades of experience to highlight not only financial concerns but also the human dimensions of economic policy.
A Platform for Collaboration
Rose emphasizes that the council’s value lies in its diversity. Leaders from technology, retail, manufacturing, and finance each contribute perspectives shaped by distinct pressures. She recalls that conversations often revealed unexpected common ground, such as the need for digital infrastructure that supports both small enterprises and multinational corporations. Her contribution was shaped by her background in banking, particularly the insights drawn from working with entrepreneurs, mid-sized companies, and major global clients.
She explains that banking provides a unique vantage point. Financial institutions see the daily realities of businesses across the economy, from cash flow struggles to growth opportunities. This allowed her to bring forward evidence of what policies were enabling success and where barriers remained.
Linking Finance to Social Outcomes
During her tenure at NatWest, Rose became known for her focus on inclusion and sustainability. These priorities followed her into the council. She consistently emphasized that economic policy cannot be judged solely by growth figures. Access to finance for women-led businesses, support for climate-focused innovation, and investment in regional economies were all issues she raised.
As explored further in this piece on Financial News London, she believed that framing these priorities in terms of long-term resilience made them more compelling to both government and fellow council members. For example, increasing support for underrepresented entrepreneurs was not simply an equity initiative. It was also a strategy to unlock untapped economic potential. Likewise, promoting sustainable investment was not charity but preparation for the risks of climate change.
Navigating Crisis
Rose’s time on the council coincided with periods of turbulence. Brexit, the global pandemic, and inflationary pressures all required urgent discussion. She describes those meetings as moments when the link between policy and lived experience was clearest. Businesses were grappling with supply chain disruptions, shifts in consumer behavior, and uncertainty about global markets.
Her perspective underscored the importance of stability in financial systems. She often highlighted how government support packages and loan schemes needed to be designed for accessibility, especially for smaller firms with limited resources. In her view, the role of the council was not only to advise but also to act as a feedback loop, ensuring that policies translated effectively on the ground.
Balancing Influence and Responsibility
Dame Alison Rose acknowledges that serving on a government advisory body brings both privilege and scrutiny. Public trust in banks had been shaken in previous decades, and she was conscious of the need to demonstrate accountability. Her approach was to focus on constructive contribution, avoiding partisan positioning. She aimed to represent the interests of NatWest clients while recognizing that the council’s purpose was national, not sector-specific.
She believes that this balance—advocating for business while prioritizing societal impact—was essential. It allowed her to contribute candidly without undermining the credibility of either the council or her institution.
Shaping the Future of Business-Government Dialogue
Reflecting on her experience, Rose sees the council as a model for how collaboration between business and government can evolve. She argues that the complexity of today’s challenges demands forums where leaders can exchange insights openly. No single sector can solve issues such as climate risk, digital transformation, or economic inequality in isolation. Councils like this create space for alignment and shared problem-solving.
She views the process as less about formal recommendations and more about cultivating trust. Policymakers who understand the realities faced by businesses are more likely to craft effective legislation. Business leaders who see the pressures of government are more likely to adapt their strategies in ways that serve the public interest.
A Legacy of Engagement
For Rose, the significance of serving on the Prime Minister’s Business Council lies not in any single decision but in the relationships built. Those connections continue to shape how she thinks about leadership. She often stresses that true influence comes from listening as much as from speaking. By carrying that principle into her work at NatWest and beyond, she demonstrates how advisory roles can have lasting impact.
Her tenure underscores the idea that when business and government engage with mutual respect, the outcomes extend beyond balance sheets. They shape the conditions for resilience in communities, innovation in industries, and trust in institutions. For Rose, that is the real legacy of her time on the council.
For more on Dame Alison Rose, check out this article:
