About the author

Suzi is an Executive Director at Board Intelligence and leads our Director Community. Suzi is proud to be working for two female co-CEOs and her current focus is on profiling female leaders across the FTSE 100 as part of our "In conversation with..." interview series, and on compiling stories of social mobility from chairs and CEOs who were the first in their family to go to university.

Suzi was a founding member of Board Intelligence and led our Advisory team. Suzi worked with CEOs, ExCos and boards across the FTSE 100 & 250 to revamp their board and management reports, and has been commissioned by the National Audit Office to review the board packs of every government department. Suzi joined Board Intelligence in 2011, after a career in financial services, working for JP Morgan after graduating from Cambridge University with an MA in Modern Languages.

Suzi is also a board member at the National Deaf Children's Society, chairs their Governance Committee and is a member of the International Committee.

The QDI Principle in action

How our methodology helped this FTSE 100 drive agility

We helped a global consumer goods company to adopt the QDI Principle, fuelling faster, smarter, and more focused decision making.

“There are three questions every board should ask. Do I really know what is going on? Are we focusing on the right things? And are we asking the right questions?”

~ Executive, Reckitt (FTSE 100)

Read the case study

The Board Intelligence blog

Governance insights, events, and news

About the author

Featured articles

Martha Lane Fox: “You should support management right until the moment you shouldn’t.”

Dominic Barton: “Great meetings don’t just hinge on great people; they also need to be set up for success.”

Dr Nnenna Osuji: “I must be prepared to walk away from my job in order for me to do it well.”

Rita Clifton CBE: “There are two things you can never say as a NED: ‘That was my idea’ and ‘I told you so.’”

Thought leadership

Proposed revisions to the UK Corporate Governance Code: what do directors need to know?

Interviews

Martha Lane Fox: “You should support management right until the moment you shouldn’t.”

Dominic Barton: “Great meetings don’t just hinge on great people; they also need to be set up for success.”

Dr Nnenna Osuji: “I must be prepared to walk away from my job in order for me to do it well.”

Articles by Suzi Beese

Martha Lane Fox: “You should support management right until the moment you shouldn’t.”

Dominic Barton: “Great meetings don’t just hinge on great people; they also need to be set up for success.”

Dr Nnenna Osuji: “I must be prepared to walk away from my job in order for me to do it well.”

Rita Clifton CBE: “There are two things you can never say as a NED: ‘That was my idea’ and ‘I told you so.’”

Proposed revisions to the UK Corporate Governance Code: what do directors need to know?

Suzanne Heywood: “The best leaders can be both resilient and humble.”

Priya Guha MBE: “We’ve got the path to non-executive roles slightly wrong.”

Sharmila Nebhrajani OBE: “I think as much about the choreography of the discussion as about the paper.”

Sarah Rapson: “We are taking the opportunity to bolster the Code where we feel the reporting is weaker.”

Jill Shedden MBE: “Non-executives need to turn up as people, rather than their CVs.”

Julia Woodhouse: “Exceptional leaders bring the human touch to the role.”

Susanne Chishti: “It felt like the world was being changed right in front of us.”

How our methodology helped this FTSE 100 drive agility