Frances Denny (Fran), Managing Director at Sheffield Haworth and lead of the firm’s socio-economic diversity working group, shares how lived experience and long-term relationships have shaped her career, and how she’s helping reshape leadership in business services.
Raised in a single-parent household and the first in her family to attend university, Fran’s career has been marked by moments of determination, curiosity, and purpose. In this conversation, she reflects on her pivotal career moments, the role of sponsorship, and how to challenge the status quo in leadership hiring.
Can you recall a pivotal moment in your career that shaped your current thinking about leadership?
Yes, my first role in executive search really stands out. I joined a boutique global firm as a researcher, and early on, I was given the opportunity to lead international projects and manage global accounts. It was a steep learning curve, but incredibly formative.
At that point, I’d entered the industry later than most of my peers and often felt like an outsider. But the trust placed in me by the leadership team gave me the confidence to operate—and that shaped how I think about leadership today. It’s about recognising talent and empowering people early on, even when they might not ‘look the part’ on paper.
You mentioned joining the search industry later in your career. What was the journey that led you there?
Growing up, I didn’t have access to role models working in commercial environments, so I wasn’t really aware of the career paths that existed beyond what I saw around me—teachers, vets, that kind of thing.
After my sociology degree, I planned to do a master’s in criminology and become an academic. But in between, I moved to London for the summer and ended up working front of house in the city. That’s how I first came across organisations like Deutsche Bank; checking in their guests.
Eventually, a recruiter suggested I look into executive search. I had no idea what it was at the time, but I was curious. That led to a role at Sheffield Haworth as a team coordinator, and later a transition into a research position. That’s how it all began.
What first sparked your passion for advocating socio-economic inclusion in leadership?
When I rejoined Sheffield Haworth as a Managing Director, I got involved with our DEI working group and came across Progress Together, which works to improve socio-economic representation in financial services leadership.
That was a lightbulb moment for me. I realised how powerful storytelling can be; just hearing from senior leaders who, like me, hadn’t grown up with connections or financial safety nets. There’s real momentum now around shifting the dial, and I wanted to be part of that change.
Why do you think leadership in financial services is still predominantly made up of individuals from higher socio-economic backgrounds?
There’s a big accessibility issue – awareness of career paths, paid internships, proximity to London, all of that. If you don’t have networks, if you didn’t grow up seeing people in those roles, you’re less likely to pursue them.
Progression is also slower. Data shows that individuals from lower socio-economic backgrounds take 25% longer to reach leadership levels, and that’s not about capability. It’s about sponsorship, visibility, and informal networks. The industry needs to stop focusing solely on hiring and really look at retention and progression too.
You’ve spoken about ‘masking’ behaviours. Could you elaborate on that?
Yes. Earlier in my career, I definitely felt pressure to adapt; to hide parts of myself, speak a certain way, fit a mould. A former colleague gave me a piece of advice that really stuck: “Be yourself.” It sounds simple, but it changed everything for me.
Once I stopped masking, I showed up differently, and it had a tangible commercial impact too. People trust authenticity. We talk a lot about inclusion, but if people don’t feel psychologically safe, they won’t bring their full selves to work.
Have you ever placed someone in a leadership role who didn’t ‘fit the mould’ but proved to be a game-changer?
Yes. One recent example stands out. We were supporting a client on a senior hire, and the candidate we put forward didn’t tick the usual boxes. On paper, they didn’t fit the brief, but we knew they had the potential and track record to deliver, but just in a completely different industry.
It was a moment of trust. Because we had a strong relationship with the client, we were able to challenge their thinking. That candidate ended up being transformational for the business. Sometimes you just need someone to open the door.
How do you help clients understand the commercial value of social mobility?
We’re not just talking about doing the right thing; it’s about business performance. There’s evidence that diverse leadership teams make better decisions and drive higher returns.
Improving social mobility could add £19 billion to the UK’s GDP annually. So it’s not a ‘nice-to-have’; it’s a competitive advantage. This year’s Social Mobility Awareness Day slogan was Shifting Mindsets; and that’s what we need to do. Mindsets, not just metrics.
Finally, what would you say to someone earlier in their career who doesn’t see people like them in leadership roles?
You absolutely belong. Don’t ever let a lack of representation make you think otherwise. Your voice has value. And if you don’t see people like you in leadership yet, be the one who helps change that.
Find the people who see you. Build relationships with those who encourage you to be yourself. And don’t feel you have to mask your background or experiences to fit in. Those things are your strengths.
Fran Denny has built a career in executive search, supporting global business services firms in hiring and developing senior leaders. She also leads Sheffield Haworth’s socio-economic diversity working group and has been a strong advocate for inclusion across the industry.
