Career insights The hidden art of leadership in trade

I currently head up the Trade Transaction Management Unit in my organisation, where we focus on a portfolio of structured transactions and supply chain finance products. 

I am also married and a mother of two teenaged boys who keep me on my toes, in my spare time I enjoy the outdoors and spending time with my family, supporting their interests. 

Certificate in International Trade and Finance (CITF)

The CITF qualification provides you with a overview of trade, why do companies trade internationally, settlement methods, it covers: documentary collections, documentary credits, short and medium-term trade finance, guarantees, export credit insurance – to name a few and is the ideal introduction to international trade and the risk mitigation and payment tools in use 

Certificate in Supply Chain Finance (CSCF)

CSCF provides a deep understanding of supply chain finance and the various techniques available, more client centric and aligning the strategies to the customers business goals.

Diploma for Qualified Trade Finance Expert (QTFE)

The QTFE isn’t just another certification, it’s a milestone that reflects years of hands-on experience, enriched by structured learning across key areas like: 

• Documentary credits 

• Supply chain finance 

• Risk mitigation 

• Regulatory compliance 

The QTFE designation signals that you possess specialised knowledge and practical expertise in trade finance, a complex and highly regulated area of finance. 

It enhances your professional credibility among peers, clients, and employers, distinguishing you from general finance professionals. 

My studies initially only exposed me to retail banking, however through the roles I filled my interest in international trade and transaction banking was sparked through real-world exposure.

What truly drew me in was the complexity and strategic nature of transaction banking – how it underpins global commerce through trade finance, cash management and risk mitigation. 

I saw first-hand how critical these services are to businesses of all sizes. I was especially intrigued by the role banks play in enabling international growth for clients, navigating regulatory environments and leveraging technology to streamline cross-border transactions. That blend of global impact, problem-solving and innovation is what continues to fuel my passion for this field. 

My career journey to becoming Head of the Transaction Management Unit has been shaped by a combination of hands-on experience, continuous learning, and a deep interest in operational excellence within banking. 

I started in a junior operations role, where I gained a solid foundation in trade finance processes and client servicing. Over time, I took on increasingly complex responsibilities – managing cross-border transactions, leading process improvement initiatives, and collaborating closely with front-office teams to ensure seamless execution. 

What really propelled my growth was my ability to bridge technical knowledge with strategic thinking. I consistently sought opportunities to streamline workflows, enhance risk controls and mentor junior staff. These efforts were recognised and I was entrusted with leadership roles that allowed me to shape team structures and drive performance. 

Now, as Head of the Transaction Management Unit, I draw on that journey daily balancing operational efficiency, client satisfaction and regulatory compliance while fostering a culture of accountability and innovation. 

I start my day off with reviewing the previous day’s activities analysing the BD1 (broker-dealer) reporting. Reviewing my calendar and the current project updates for feedback in these connect sessions. This is typically followed with check-ins with my managers and understanding the deliverables due for the week/day in question. 

My day does include some problem solving, supporting our internal stakeholders in terms of operationalising any new structures ensuring we have capacity, system and technical expertise to provide the necessary transaction monitoring and oversight through the lifecycle – preparing management information reporting and analysis. 

You need to foster an inclusive environment; the human element is critical and ensuring you do not lose sight of the human element will go a long way in obtaining the required buy-in from each team member and the respective role they need to play. Focus on their strengths and celebrate the small wins. 

Change Management is essential ensure you lead with clarity and purpose, acknowledge the fact that any change may have an emotional impact on the team, offer cross-skilling/training that will provide them with the any new skills required, check-in on their progress and provide support where needed.

I regularly share insights and real-life scenarios, demonstrating my enthusiasm for learning. I often refer to my study guides, highlighting the value my studies bring to my daily work.

One of the most defining triumphs in my journey as a leader in trade finance has been navigating and driving the digital transformation of our operations, particularly in response to the challenges brought on by the COVID-19 pandemic. The trade landscape has shifted dramatically – from a traditionally paper-based environment to one that demands agility, transparency and digital resilience.

Ultimately, these experiences have reinforced my belief that leadership in trade finance today is not just about managing transactions – it's about anticipating change, embracing innovation and empowering teams to deliver value in a rapidly evolving global market. 

Obstacles should be seen as opportunities and not blockers, when you change your mind set you can achieve a lot more with a small shift in how you approach an issue:

• Mindset matters: When you re-frame the challenge as a chance to improve, the team responded with energy and creativity. 

• Short-term sacrifices can lead to long-term gains: getting the basics right is an important step to realising real benefits. 

• Empowering the team to co-create solutions builds trust and ownership.

Set clear standards, but remain human, define what “good” looks like and what “excellent” looks like, and then guide and support your team. Acknowledge effort and encourage ownership by delegating responsibility.

We often focus on the here and now but struggle to focus on the future – we cannot change yesterday, tomorrow is not guaranteed, today is what we have.

Resilience enables teams to recover from setbacks and failures. Adaptability allows them to swiftly pivot and embrace any changes. 

It’s essential to have a solid understanding of the products you provide, while also being open to ongoing learning.

Engage in active listening with your team to identify their strengths, acknowledge small achievements and communicate the importance of their contributions to the overall outcome. 

LIBF qualifications offer valuable knowledge in financial systems and risk management. Earning a respected qualification enhances credibility with colleagues and stakeholders while also increasing personal confidence – crucial for effective leadership.

Engaging in professional development through LIBF demonstrates a commitment to growth, a vital characteristic for any leader. This commitment serves as a role model for teams and encourages a culture of continuous learning.