Episode 30, Part 1 - Benne Peto: Why Generic Development Programs Aren't Sustainable
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Hello and welcome to the Growth Workshop podcast. In this podcast, we'll be hearing from other industry leaders to get their thoughts and perspectives on what growth looks like in modern business. This podcast is aimed at leaders from exec all the way down to line managers. You're listening to part one of a three-part series. Hello and welcome to the Growth Workshop podcast with myself, Matt Best, and the wonderful Bill Bower joining me at the table today. We're both joined by Benny Peto, and she's an experienced chief people officer in the financial services space, working with wealth management organisations and driving organic growth. So, Benny, thank you so much for joining us today. We're thrilled to have you at the table.
Thanks for asking me. I'm really, really pleased to be here. Yep.
That's wonderful. And look, you know, I think as we've talked about, as I mentioned just at the top there, you know, this podcast episode really is all around driving commercial growth within the wealth management space, both organic and inorganic. And I know you've got an incredible rich history in this space. So, Bene, tell us a little bit about your career so far.
Yeah. So when I was younger, I started actually in commercial roles in retail operations, then went into consulting and then sort of moved sideways into HR, looking at change management and development and then eventually moving into HR director positions. So I think that sort of background of starting with the commercial heart of the business or front of mind before then thinking about what HR tools, what development can I leverage to help deliver on that strategy for growth has really, really helped me. And over the last 15 years, I've been lucky enough to be CPO or HR director in high growth PE businesses within financial services. So I've really had the opportunity to really flex that muscle and make sure that HR is really delivering for the business and its growth and commercial agenda.
Wow, yeah. And I know we've worked together a little bit at one of those financial services business, Evelyn Partners, of course. And your real... I guess, sort of strategic forward-thinking approach that you sort of put forward and mandated at Even Partners, I think is a big part of what we're here to talk about today. And I love that linkage that you make between your commercial experience and how you could see then as a chief people officer, how that was so important in terms of how you could be a key component in the growth of that business. I mean, it'd be good maybe for the audience just to understand a little bit about that, you know, What was that story at Evelyn Partners? What was it that made you take that approach and the approach that you did and perhaps even just describing a little bit about that as well?
Well, Evelyn was really performing well, both inorganically in terms of its M&A strategy and comparing well in terms of its organic growth to its competitors. So it wasn't as though there was a challenge or a problem with performance. But I think the CEO at the time, Chris Woodhouse, saw that there was still an opportunity to do better. And he sort of set me the challenge of looking at driving the development of its practitioners. But what he wanted was to make sure that we were developing the right skills for with the right people. And I'd been in the business for about a year. And of course, I was like, yeah, I can absolutely do that. Walked out of the office and went, oh my God, what am I going to do?
So what I really need, you know, it's a blank sheet of paper and it's a great challenge and a great opportunity. But what I needed to do was to pull together an approach which was really targeted and analytical so we needed to understand what traits what personality traits were associated with high performance yeah and and therefore also to understand the capabilities that were also associated with high performance and And, you know, we know who are our high performers. We have that data. It's within the business.
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