What was your highlight of 2025?
2025 was a bumper year for the Public Sector Fraud Authority, and for me. The real highlight for me, of the many things the PSFA has achieved, has to be taking legislation through the Houses of Parliament (the Public Authorities, Fraud, Error and Recovery Bill).
I have worked in the public sector for 23 years now, and never done something like this legislation. Supporting the biggest change in public sector fraud legislation in a generation in an amazing, historical building was a real privilege. I am a history buff and being surrounded by so much history gave me tingles. I remember sitting underneath a statue of Richard III, waiting for the team to emerge from supporting our ministers in the chamber following our first reading. As someone who started as a filing clerk and a data inputter in a small office in Nottingham, it reminded me of how amazing the civil service is and all the things that can be done.
The legislation will give the public sector new powers to investigate fraud where we were previously limited. This means we can do more to take action on those who dishonestly attack public services for their own gain. The powers also enable the Department for Work and Pensions (DWP) to better assess claims for benefits – making them more accurate and targeting public money where it is really needed. Finally, these powers have strong safeguards and oversight – making sure that in exercising them, we build and maintain the public’s trust in our use of them.
What was the hardest part of being a leader in 2025?
I would say prioritising and prioritising well. One of the great things about working in the heart of the government on such a broad agenda is that there are so many things that we can do – all of which feel important and all of which we know can have an impact in better protecting public money.
I always say that working across government is like being in a sweet shop – there are so many great things on offer, and it is tempting to try all of them – but if you try and eat all of them it will not work out well! So, if we try and do everything, we will not get anywhere. The trick is picking priorities and doing them really well. This can be hard as a leader, wanting to make the most of the opportunity by also picking the sweet spot (no pun intended) of the right level of challenge that your teams and the system will tolerate. I have never known the government more busy (outside the start of the pandemic) and therefore prioritisation has been a challenge.
What are the main challenges facing your department in the coming year?
Our main challenge is how we keep delivering on the journey we are on and maximising our impact on fraud against the public sector. Sadly, the statistics tell us that the level of fraud in society is increasing. That means our job gets tougher. Also, the way that those who commit fraud are attacking individuals and systems are getting more diverse and complex. That also makes our job harder.
Those who work across the public sector to fight back against fraud – whether it is against the public sector in our case, or more widely – are part of the tide that stands up to the growing tide of fraud in our society.
We also need to recognise that we need to work to build the public’s trust in us. Trust must be consciously built – we should always show that we are objectively working in the public interest to build integrity throughout the system.
Which celebrity or historical figure would you choose to turn on the Christmas lights in your town – and why?
I wonder how many others will go for this but Thomas Edison. Why? Well, firstly, I would hope that it would be a thrill for him to see how his invention has blossomed and has brought so much progress and – in the case of Christmas lights – so much joy and optimism.
Secondly, I love the Edison quote: ‘I have not failed. I've just found 10,000 ways that won't work’. So many things I have been involved in, they do not work the first time, or there are many reasons why it might not work. Having the courage and resilience to try again – to get up and go back in – is essential to the roles we do. Being an effective public servant is hard, and it doesn’t always work. Of course we should aim at fewer than 10,000 ways that it doesn’t work to get it right, but the spirit of test and learning is about getting on with it and being comfortable and confident to adapt and try again.