Has being a chief executive been what you expected?
The biggest adjustment I found was the sense of responsibility, that the buck stops with you - that took a bit of time. The relationships within the organisation change, too, particularly if you are moving internally so you start managing people who have been your peers. When you come in as a chief executive externally, the expectations of the relationship and how it will evolve make it a bit more straightforward.
How do you balance working life and children?
I have a seven-year-old child and three-year-old twins. Using information technology means I can take a hands-on role and do school drop-offs and pick-ups, slotting in an hour of work here and there.
Do you find it hard to switch off?
On balance, I'd say that technology is a positive thing, but you have to manage it rather than being managed by it. This is an issue for charity chief executives in general - in strategic positions you need to be able to hover above the organisations and the sector to see what's happening, and if you're always on duty I think it's a lot harder to take that sense of perspective.