Welcome to our ‘Unlocking Leadership’ series, where we tap into the wisdom of some of the most inspiring founders, leaders and business minds of today.

Emily is the CEO of the Association of Apprentices (AoA), a membership organisation created to connect apprentices across the UK for social and professional development. She leads the organisation as it further widens its apprentice community, delivers value for its apprentices and partners, and seeks to influence and support apprentices’ needs to achieve the best outcomes.

Emily is also a director of the St Martin’s Group, a member-based organisation established to support policymakers as they create a world-class Apprenticeship and Skills system. As a Talent Specialist with over 25 years’ experience, Emily has worked in the apprenticeships sector for the last 12 years.

What are three qualities you believe are essential for a leader?

Firstly, I’d say it’s about people; it’s about helping people be the best versions of themselves, overcome challenges; and providing a safe space around them. It’s working with them, coaching, mentoring, and giving them the autonomy to do things while knowing they have support. Ultimately, it’s keeping people at the heart of everything, and every decision you make.

Secondly, I’d say it’s about the vision; creating it, telling its story, keeping it at the front and centre of what you do as a business. At the Association our mission is to help more apprentices to complete because we know that they, their employer, and the economy, stand to benefit when they do. Being able to articulate the essential role we play in this is vital as a leader.

Then, lastly, it’s being able to foster relationships with all your key stakeholders. So, for me at the Association, that’s our apprentice members, advisors, board of directors, it’s the team; it’s anybody more broadly interested in what we’re doing in the apprenticeship space, including government officials — and being able to build the right kind of relationships to ensure success for our organisation.

How do you motivate and inspire creative thinking in your teams, especially in recruitment and developing emerging talent?

At the Association, we’re a small team, which makes it easy to have creative conversations. It’s not like you’ve got to go through reams and reams of layers to get to people, or use lots of surveys. We’re all in a room together, so we encourage any ideas. We have weekly conversations, and dedicated sessions for brainstorming.

When we launched the Post Apprenticeship Recognition Scheme (PARS) and were looking at the implementation plan, it was the apprentice on our team who stood up and showed us a SODA (Strategic Options Development and Analysis) map — which identifies risks, issues and opportunities, and channels that into defined activity. And that was something we’d never done before.

How are you supporting diversity, equity, and inclusion within apprenticeships?

We focus on shining a light through data, research, and conversations about what works well and what barriers exist. We highlight issues and opportunities through data and share successful case studies. For example, recent research shows more individuals from disadvantaged backgrounds are interested in apprenticeships, but they are underrepresented in actual starts. We showcase the benefits of getting it right through case studies, to resonate with employers and individuals considering apprenticeships.

What are you most excited about in terms of upcoming initiatives?

I’m excited about our growth. We started with no members and now have over 20,000, with new members joining every month. That feels like a very good space to be in. It’s really exciting because the more apprentices you have talking to each other, the broader the sense of opportunity and exposure is, and that adds massive value to what they’re doing. We’ve always said that the Association was set up to connect apprentices; to make sure that they didn’t feel isolated and lonely, so they go on to complete their programme. We’re here to ensure people complete their programmes because when you do complete, you get to experience even better benefits.

I’m really excited about the Post Apprenticeship Recognition Scheme which gives people something different at the end that they can work towards — and how it’s been received. This is a first-of-its-kind scheme, launched in collaboration with the Chartered Institution for Further Education (CIFE), where you can now complete an apprenticeship and have letters after your name, so you get formal recognition of the skills that you’ve gained because of the way you’ve learnt.

RELATED: New PARS scheme to give professional recognition to UK apprentices

To have those letters tells an employer, at a glance, this person is going to be really valuable to me. As an individual, it puts them in a space where they’re able to progress… it’s huge. It could be absolutely game-changing for completion; game-changing for the brand of apprentices; game-changing for people thinking about doing an apprenticeship; game-changing for the employer.

What is one of the biggest challenges for the current apprenticeship system, and how are you navigating it?

One of the biggest challenges is the lack of apprenticeships. There are more people wanting to do them than there are opportunities. This is due to various factors, including the complexity for smaller businesses to engage with apprenticeships. We need to create more opportunities by making it easier for small businesses to participate, shortening the duration of some apprenticeships, and addressing barriers like the requirement to study maths and English.

What advice would you give to someone fresh out of school who is unsure if university is the right route for them?

My advice is to think about what sector, profession, or occupation excites you. Don’t go straight for a particular route. Look at the options for getting into that field, whether it’s an apprenticeship or university. If you prefer learning in a work environment and applying theory in practice, an apprenticeship might be a good fit. Apprenticeships offer great experiences and progression opportunities, and I’ve seen amazing apprentices who sound like seasoned professionals.

What is the best part of your job?

For me, it’s making a positive impact. I know what apprenticeships can do for individuals. Statistically, it leads to better outcomes like higher pay and progression. It’s a springboard to greater stuff. So, if we play our small part in helping more people do that, then that’s the most exciting part of this world.

What’s a favourite motto that you often draw on?

One motto that has stuck with me is: ‘Be here now.’ I think it’s so important. If you’re in a meeting or someone’s talking to you, give them your full attention, whether it’s in a family setting, a team meeting, or in a conversation like you and I are having now.

I’ve worked for a lot of people and with some brilliant minds. But, when someone’s on their phone when I’m talking to them, I’m rushing what I’m saying and thinking that obviously what I’m saying isn’t important. And of course, then they’re missing things, which is demoralising. So, ‘be here now’, as in, stop being distracted and really pay attention.

COMING IN 2025 — Apprenticeships: Unlocking Opportunities

ITN Business will be launching a new programme, ‘Apprenticeships: Unlocking Opportunities’ for National Apprenticeship Week 2025, February 10-16, to highlight the transformative power of apprenticeships and how organisations are harnessing their full potential to create inclusive, sustainable, and innovative workplaces.  

Learn how you can get involved in our upcoming programme here.