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Emily Watts
Director, Investment Banking at Cavendish
Emily Watts is an accomplished Corporate Finance Manager with a background in the financial services sector. She has a strong proficiency in areas such as Mergers & Acquisitions, Trading, Corporate Finance, Social Shopping, and Valuation. Emily holds a degree from the University of Exeter, where she studied Business, Economics, and Finance. She also attended The School of St Helen and St Katharine.
During her career, Emily has held key positions at prestigious organizations. She served as the Director of Investment Banking and also as an Associate Director at Cavendish. Additionally, she worked as a Manager in Corporate Finance at Cavendish and as an Associate in Corporate Finance at N+1 Singer Capital Markets. Emily gained valuable experience in Sales Trading for European Equities during her tenure at Deutsche Bank.
Emily Watts exemplifies a dedicated finance professional, bringing a wealth of knowledge and hands-on expertise to her roles. Her academic background and practical experience make her a credible and reliable resource in the field of Corporate Finance.
Highlights
According to Spencer Stuart's 2023 UK Board Index, the proportion of first-time, female and minority ethnic candidates on boards of the UK’s biggest listed companies fell sharply last year, in favour of boards prioritising plc experience. Our recent NED survey with the Quoted Companies Alliance also revealed that diversity is still a divisive topic, sometimes disparaged as a “box ticking” exercise that encourages positive discrimination at the expense of the best candidate. Whilst we acknowledge that growth companies need the best talent around the table, we need to move away from the assumption that 'diversity' and 'the best candidate' are mutually exclusive.
Starting from first principles, diversity, perhaps best framed as cognitive diversity, helps challenge assumptions and refine strategic decision making. Conversely, ‘groupthink’ prevents leaders from hearing alternative views and holds a reputation for causing blind spots in decision making.
At the crux of it, we need to address the structural imbalances to ensure that boards have the widest pool of talent available to them. This will be achieved through better education, management, sponsorship and mentoring.
Boards also need to take a closer look at their selection process and ask the right questions. Having a thorough and carefully designed selection process will help establish the right combination of background, experience and skillset. As the adage goes “you get out what you put in.”
I have written an article that covers this topic in more detail in the Evening Standard
