Fiona has held roles in Regional Government, Further Education, Higher Education, and founded her own consultancy in Workforce Transformation. Previously at Cambridgeshire & Peterborough Combined Authority, the Greater Cambridge Greater Peterborough LEP and Cambridge Regional College. Currently the Business Engagement and Innovation Lead at Anglia Ruskin University (ARU), she has spearheaded industry collaboration for the new £80 million University Quarter at ARU Peterborough. With a strong reputation for her expertise in policy, skills development, and strategic partnerships, Fiona's work focuses on driving innovation, economic growth, Workforce Development, and Green Skills to support sustainable practices.
Fiona has established and been a Board member of various Networks and Boards across multiple sectors over the years. She established and chaired the Cambridgeshire & Peterborough Combined Authority's (CPCA) Employment & Skills Board. Founded and Chairs the Agri-Food Tech & Sustainability Consortium, launched during COP26 in 2021, now with over 230 members, with a strong emphasis on ‘Green Skills and Green Jobs’. She represented ARU and the 9 Universities (U9) in the South East region on the South East LEP (SELEP) Skills Board. Previous member of the Chartered Association of Business Schools (CABS) Business School Advisory Panel for the National Alumni Network for the Governments Help to Grow Management Programme and Regional Lead for the Help to Grow Alumni Network of SME's for ARU.
Global and National Advocacy: Founder, of We Are GLOBAL Women, Delegate for CSW69 with United Nations (UN) Women UK, member of Women on Boards Policy Think Tank and Women on Boards Leadership and Policy Committee, Chair of the Cambridge Homeless Charter Employment Pillar. She was involved in three Royal visits, Secretaries of States, MP's and international delegations from China, Brussels, Switzerland, and Germany, alongside participation in multi-European projects and events. Author for Chapter 4 of Higher Education Policy Institute (HEPI) Global Employability Book, joining 37 global contributors and Judge on Entrepreneurship and Start-up Panels.
The UK Skills and Education Ecosystem: Challenges, Opportunities, and the Future of Human Capital
A successful UK Industrial Strategy must place skills and human capital at its core, recognising that a nation’s economic strength is built on the capabilities of its workforce. As industries evolve due to technological advancements, the green transition, and shifting global trade dynamics, a highly skilled and adaptable workforce will be the key driver of productivity, innovation, and long-term economic resilience. Without investment in skills, even the most ambitious industrial strategies risk falling short, as businesses struggle to find the talent needed to implement new technologies, scale operations, and compete globally. To ensure sustainable growth, the UK must foster a talent ecosystem that supports continuous learning, industry collaboration, and workforce mobility—aligning education, skills provision, and industrial policy to create a future-ready economy.
The UK’s skills and education system is undergoing significant transformation, shaped by policy changes, economic pressures, and global competitiveness. The interplay between Further Education (FE), Higher Education (HE), Technical and Vocational Training creates a complex but essential framework for workforce development. However, structural shifts, financial constraints, and changing governmental priorities are adding new challenges to an already intricate landscape. With the advent of Skills England and the restructuring of Local Enterprise Partnerships (LEPs), the question remains: how can the UK build a sustainable pipeline of talent to support economic growth, innovation, and its newly formulated Industrial Strategy?
FE colleges play a crucial role in delivering technical and vocational qualifications, filling the gap between secondary education and higher education and employment. T Level’s, introduced as a high-quality technical alternative to A Levels, has shown promise but faces adoption and scalability challenges. The Government’s renewed focus on technical education must ensure parity of esteem between vocational and academic pathways, ensuring students see these routes as equally viable.
The UK apprenticeship system has expanded significantly in the last decade, with the Apprenticeship Levy aiming to drive employer-led training. However, funding complexities, the underutilisation of levy funds by SMEs, and a decline in entry-level apprenticeships have hindered its effectiveness. Meanwhile, traineeships, which provide work experience and employability skills, have struggled with visibility and engagement, often not leading directly to secure employment. Skills Bootcamps have emerged as a flexible, short-term solution to upskilling and reskilling workers in high-demand sectors such as digital, construction, and manufacturing. Their effectiveness lies in their alignment with industry needs, but questions remain about their long-term integration into the broader skills ecosystem and their accessibility for disadvantaged groups.
The Role of Skills England, MCA’s, LEP Restructuring, and Devolution
With the dissolution of many Local Enterprise Partnerships, the newly established Skills England is expected to play a central role in coordinating regional skills strategies. The challenge will be ensuring that Skills England effectively bridges the gap between education providers and industry, addressing regional disparities and creating a more demand-led skills system. However, its success will depend on clear governance structures, streamlined collaboration with employers, and a commitment to regional flexibility. At the same time, the shift in responsibility for skills development towards Mayoral Combined Authorities (MCAs) presents both opportunities and challenges. While devolution allows for more tailored approaches to regional workforce needs, discrepancies in funding, capacity, and strategic alignment between different MCAs risk creating a fragmented system. Having observed these disparities firsthand at the Cambridgeshire and Peterborough Combined Authority, it is clear that funding structures often lead to duplication of efforts. Additionally, new training providers entering the market frequently struggle to access funding, limiting their ability to offer bespoke training solutions for emerging job roles. As a result, both businesses and individuals miss out on critical opportunities to develop the skills needed for evolving industries.
The UK Government is advancing a major reform by merging Jobcentre Plus and the National Careers Service into a unified National Jobs and Careers Service. This shift reflects a broader commitment to strengthening human capital and aligning workforce development with the Industrial Strategy. By integrating employment and careers support, the government aims to create a more responsive system that connects individuals to meaningful work, training, and career progression opportunities.
A key feature of this transformation is the introduction of AI-driven tools designed to modernise job support services. These innovations will enable more effective job matching, enhance CV and interview preparation, and allow employment advisers to focus on those who require tailored interventions. Moving beyond a transactional approach to job searching, the £55m investment in personalised employment support is expected to provide individuals with structured pathways into sustainable, higher-value employment. The emphasis is on ensuring that skills provision aligns more closely with labour market demand, reducing economic inactivity and unlocking greater workforce potential.
A parliamentary inquiry is currently reviewing the role of Jobcentres, with a particular focus on how they collaborate with employers, educators, and careers advisers. This presents a significant opportunity for industry and educational institutions to shape policy and contribute to a system that better supports talent development. The proposed reforms signal an important moment for stakeholders to engage, ensuring that employment services are not only fit for purpose but are actively driving economic growth by equipping individuals with the skills needed for future industries.
With sectors such as clean energy, advanced manufacturing, and digital technology facing critical skills shortages, these reforms are a vital component of the UK’s broader strategy to enhance productivity and innovation. The challenge now is to embed these changes in a way that creates meaningful, long-term impact, ensuring the UK workforce remains competitive in a rapidly evolving global economy.
UK universities are facing a financial crisis due to declining domestic funding, reduced international student numbers (following the Conservative government’s HE visa policy changes), and an increasing reliance on commercial partnerships. The result has been widespread redundancies, course closures, and an uncertain future for many institutions. This not only impacts access to higher education but threatens the supply of high-level skills necessary for the UK’s ambition to be a leader in research, innovation, and high-value sectors.
A potential Labour government could bring policy shifts, potentially reinstating incentives for international students, increasing public investment in higher education, and placing a renewed focus on lifelong learning. However, without structural reform, universities may continue to struggle under financial pressures.
Building Green Skills for a Sustainable Clean Energy Revolution
At the Battery Symposium in February 2025, for a proposed ‘Future Energy Quarter’ and UK Battery Research and Development Centre (UKBRDC), I had the privilege of chairing the Green Skills Panel. We explored the pivotal role of workforce development, training, and innovation in positioning the East of England as a leader in the clean energy sector. With input from experts across academia and industry, we discussed how best to build the talent pipeline necessary to power the future of sustainable energy. By collaborating with regional partners and global companies, we’re ensuring that our education and training provision aligns with emerging clean energy opportunities, driving innovation, sustainable growth, and economic development. This is not only a regional ambition but also a global opportunity to establish our region as a clean energy superpower.
Embedding Green Skills Across All Sectors
Sustainability should not be treated as a niche discipline but embedded into mainstream education and workforce development. From construction to finance, digital technology to healthcare, every sector requires knowledge of sustainable practices, resource efficiency, and carbon reduction strategies. The UK Government’s Industrial Strategy must reflect this by ensuring that green skills are woven into apprenticeships, vocational training, and lifelong learning initiatives.
Developing a Workforce for the Green Economy
As the UK transitions to net zero, industries such as renewable energy, sustainable construction, and electric vehicle manufacturing require a workforce with new technical and digital competencies. The reform of employment and careers services presents an opportunity to align training programmes with the needs of green industries. The National Jobs and Careers Service should play a pivotal role in supporting reskilling and upskilling pathways to ensure the UK remains at the forefront of sustainable innovation.
Leveraging AI and Digital Tools for Sustainability Training
The integration of AI in job matching and training offers a unique opportunity to personalise learning and track the evolving demands of the green economy. AI-driven career guidance should identify skills gaps in sustainability-related roles, guiding jobseekers and employees towards relevant training. Online platforms should incorporate sustainability credentials and certifications, making green skills more accessible to a wider audience.
Enhancing Collaboration Between Industry and Education
A robust green skills agenda requires stronger collaboration between industry, education providers, and policymakers. Universities, colleges, and training organisations must co-design programmes with businesses to ensure relevance to industry needs. Sector-specific green skills frameworks—such as those developed for construction, agriculture, and manufacturing—can help bridge the gap between policy ambition and workforce readiness.
Incentivising Green Career Pathways
The transition to a sustainable economy should be an attractive prospect for jobseekers. Government incentives, including grants, tax relief, and wage subsidies, should encourage businesses to invest in green skills training and workforce development. Public campaigns and careers advice should highlight the diverse opportunities available in sustainability-driven roles, from circular economy specialists to renewable energy engineers.
Strengthening Regional and Local Skills Strategies
Sustainability challenges differ by region, and local workforce planning should reflect these unique needs. The UK’s Industrial Strategy should empower Local Skills Improvement Plans (LSIPs) and devolved authorities to tailor training provision to local green industries. For example, coastal regions could focus on offshore wind and marine conservation, while urban areas could emphasise sustainable transport and smart city solutions.
Fostering a Culture of Lifelong Learning in Sustainability
Sustainability is not a static concept; it evolves alongside technological advancements and regulatory changes. The skills agenda must support continuous professional development in green industries, encouraging employees at all levels to engage with sustainability training throughout their careers. Micro-credentials, modular learning, and on-the-job training will be crucial in ensuring that the workforce remains adaptable and future-ready.
By embedding sustainability at the heart of workforce transformation, the UK can develop a labour market that is both resilient and aligned with long-term economic and environmental goals. These recommendations should help frame your guest blog as a forward-looking piece that highlights the intersection of skills, sustainability, and industrial strategy.
The Impact of Geopolitical Changes on Human Capital and Skills
The UK’s Industrial Strategy must also consider the global landscape, as geopolitical factors increasingly influence workforce development. Key issues include:
The Decline in International Students: Changes to visa policies and global competition from countries like Canada and Australia have reduced international student numbers in the UK. This affects university finances and reduces the talent pipeline for high-skilled jobs, particularly in STEM and research fields.
Global Talent Wars: Many advanced economies are aggressively competing for top talent in AI, green technologies, and advanced manufacturing. The UK must refine its immigration policies to attract and retain highly skilled workers.
Supply Chain Resilience and Workforce Needs: The reshoring of manufacturing, trade policy shifts, and the energy transition all demand new skills, requiring greater investment in workforce adaptation.
The Rise of Economic Protectionism: Countries are prioritising domestic workforce development over international hiring. The UK must balance and invest further in homegrown skills with the need to attract international expertise in unison.
Beyond Education and Skills: Broader Human Capital Challenges and Lifelong Learning
One of the most pressing human capital challenges is the persistent gender imbalance across key industries, particularly in sectors like construction, technology, and manufacturing. These fields remain heavily male-dominated, with women often facing barriers to entry, retention, and progression due to a lack of tailored support, workplace flexibility, and inclusive cultures. Addressing this imbalance isn’t just a matter of equity—it’s an economic imperative. Expanding opportunities for women in these sectors would help alleviate critical skills shortages and inject fresh perspectives into industries struggling to modernise. At the same time, young people and early-career professionals are finding it increasingly difficult to gain workplace experience, with fewer placement opportunities and internships available post-pandemic. The rise of hybrid and remote working has led to a decline in structured mentorship, networking, and exposure to workplace culture, making it harder for Gen Z to learn ‘the rules of the game.’ If the UK is to future-proof its workforce, we must prioritise greater equity of opportunity by fostering stronger industry engagement in schools, expanding apprenticeships, and ensuring early-career support adapts to new ways of working.
While education and skills are fundamental to workforce development, other human capital challenges must be addressed to ensure alignment with a new National Industrial Strategy.
Workforce Participation and Demographics: An aging workforce, economic inactivity, and regional disparities in employment must be tackled through targeted interventions such as flexible working policies, retraining incentives, and workforce re-engagement programs. This will be an important focus and will ease pressure on sectors with challenges with attracting enough talent.
Talent Retention and Brain Drain: The UK must ensure that skilled professionals stay within the economy by creating attractive career opportunities, offering competitive wages, and investing in workplace culture and career progression.
Labour Market Flexibility: As industries evolve, ensuring job mobility and adaptability will be crucial. Policies that support transitions between sectors and enable workers to reskill quickly will be essential.
Health and Wellbeing: Workforce productivity is intrinsically linked to physical and mental health. Investments in workplace wellbeing, mental health support, and occupational health initiatives must be prioritised to sustain a resilient workforce.
Diversity and Inclusion: A more inclusive workforce, with equitable access to opportunities across gender, ethnicity, and socio-economic backgrounds, will be vital for driving innovation and economic growth.
Automation and AI Disruptions: With rapid advancements in AI and automation, the UK must proactively prepare its workforce for technological disruptions by embedding digital literacy and automation resilience into education and workplace learning.
To address current and future workforce challenges, the UK must invest in a lifelong learning culture that supports talent development from school through to career changes. Key interventions should include:
- Early engagement in schools to promote STEM, digital, and green skills.
- Stronger college-university partnerships to create seamless pathways between vocational and academic education.
- Enhanced employer engagement in skills planning to align education provision with workforce needs. Alongside this, a commitment from employers to offer jobs to talent coming out of schools, colleges and universities.
- Greater support for career changers and upskilling initiatives, particularly in industries undergoing technological transformation.
Conclusion
The UK is at a pivotal moment for rethinking its approach to human capital. We cannot afford to treat skills development in isolation from the broader workforce and economic realities. Having worked across FE, and HE education, business, and workforce transformation, I’ve seen first-hand the disconnect between policy ambition and real-world implementation. If we are serious about building a talent-driven economy, we must act now to create a system that is responsive, inclusive, and globally competitive. The challenges are immense, but so are the opportunities. We must ensure that every individual—whether in school, transitioning careers, or seeking new opportunities—is supported in their lifelong learning journey.
With a new Industrial Strategy on the horizon, ensuring that human capital development is at its core will be crucial. By taking a long-term, strategic approach to workforce planning, learning from global counterparts, and fostering stronger collaboration between government, education providers, and industry, the UK can build a sustainable and competitive skills system fit for the future.