{"id":38584,"date":"2026-02-09T00:55:00","date_gmt":"2026-02-09T00:55:00","guid":{"rendered":"https:\/\/www.hult.edu\/blog\/?p=38584"},"modified":"2026-05-06T16:48:19","modified_gmt":"2026-05-06T15:48:19","slug":"the-skills-that-matter-at-scale-a-coos-perspective","status":"publish","type":"post","link":"https:\/\/www.hult.edu\/blog\/the-skills-that-matter-at-scale-a-coos-perspective\/","title":{"rendered":"The Skills That Matter at Scale: A COO’s Perspective"},"content":{"rendered":"

A conversation with Rachel Casey, COO at Dogs Trust<\/strong><\/h3>\n

As COO of Dogs Trust<\/a>, Rachel Casey balances financial sustainability with a complex social mission. When one of her senior leaders, Maria Murray, began her apprenticeship, the focus wasn\u2019t on development for development\u2019s sake. It was about building leadership capability the organisation genuinely needed.<\/p>\n

\u00a0<\/strong><\/p>\n

Building Leadership Capability That Sticks<\/strong><\/h3>\n

In this conversation, Rachel reflects on the skills that mattered most, how they showed up in practice, and what senior leaders often underestimate about apprenticeships at this level.<\/p>\n

\u00a0<\/strong><\/p>\n

Leadership skills as organisational infrastructure<\/strong><\/h3>\n

\u201cFor us, the critical thing for success is leadership skill,\u201d Rachel explains. \u201cHow we lead and manage our people underpins everything: financial efficiency, clarity of direction, how we communicate, and how early we address problems.\u201d<\/p>\n

Investing in leadership capability, particularly for leaders with long-term potential, was a deliberate strategic choice. \u201cFor people like Maria, who are strong and have real potential for the future, it\u2019s worth making that investment so those skills sit within the organisation.\u201d<\/p>\n

From the outset, the priority was to develop leaders who could think beyond their immediate remit and operate at whole-organisation level.<\/p>\n

\u00a0<\/strong><\/p>\n

From operational focus to enterprise-wide thinking<\/strong><\/h3>\n

Maria was already a strong operational leader. The noticeable shift has been about adopting a broader perspective.<\/p>\n

\u201cIt was about understanding the whole organisational position\u2014finance, impact, data\u2014and how you move an organisation forward strategically,\u201d she says. \u201cNot just what happens in your own space, but how decisions land across the organisation.\u201d<\/p>\n

The apprenticeship helped Maria connect theory to practice more consciously. \u201cIt didn\u2019t just build skills\u2014it helped her think about how she was using them day to day.\u201d<\/p>\n

\u00a0<\/strong><\/p>\n

The skill that made the biggest difference: Embedding learning<\/strong><\/h3>\n

What stood out most to Rachel wasn\u2019t a single module or framework.<\/p>\n

\u201cI was really impressed by how Maria would do a module and then immediately think about how to embed it,\u201d she says. \u201cI\u2019ve seen plenty of development programmes where people enjoy the learning, but unless you proactively apply it, it doesn\u2019t stick.\u201d<\/p>\n

Here, application is built in. Learning doesn’t sit alongside work\u2014it feeds directly into live strategic and operational conversations.<\/p>\n

\u201cThat\u2019s where the value comes,\u201d Rachel adds. \u201cThe benefit to the organisation comes immediately.\u201d<\/p>\n

\u00a0<\/strong><\/p>\n

Creating value beyond finance<\/strong><\/h3>\n

As a charity, Dogs Trust must fundraise continuously. But financial efficiency is only part of the equation.<\/p>\n

\u201cWe want to make the most of every donor pound.\u201d Rachel explains. \u201cThat means thinking about efficiency, but also effectiveness: balancing cost against achieving our charitable objectives.\u201d<\/p>\n

Through the apprenticeship, Maria developed a stronger capability to think about value creation in broader terms. \u201cSometimes the right decision is to spend more because it creates greater impact. Being able to weigh that up, and measure it, is a really important skill.\u201d<\/p>\n

This thinking began to shape how new services and ways of working could be developed with clearer consideration of both financial and societal outcomes.<\/p>\n

\u00a0<\/strong><\/p>\n

Making impact measurable<\/strong><\/h3>\n

Rachel notes that one of the most practical outcomes was Maria\u2019s focus on measurement: thinking about how Dogs Trust can build clearer measures of impact into the development of services and ways of working, tracking the wider organisational and societal benefits. For a charity, Rachel explains, that ability to weigh up efficiency and effectiveness against cost\u2014and evidence all three\u2014is central to making the most of every donor pound.<\/p>\n

 <\/p>\n

Leading through significant change<\/strong><\/h3>\n

These skills were tested in practice during a period of major organisational change. Following a strategic reorganisation, Dogs Trust made difficult decisions about focus, investment and priorities\u2014changes that affected large teams.<\/p>\n

\u201cMaria led the changes in her directorate exceptionally,\u201d Rachel says. \u201cThere were difficult conversations, redeployment, recruitment \u2014and a lot of emotion.\u201d<\/p>\n

What stood out was not just execution, but ownership. \u201cShe wasn\u2019t part of the executive discussions that made those decisions, but she really owned them. She sold the direction to teams, brought people with her, and led them through the grief, the anger, and the uncertainty.\u201d<\/p>\n

For Rachel, this was leadership capability in action. \u201cIt was a whole-organisation shift, and she was instrumental in moving her part of the organisation in the right direction.\u201d<\/p>\n

\u00a0<\/strong><\/p>\n

Influence that works over time<\/strong><\/h3>\n

Maria has always been a strong influencer. What developed further was a longer-term view.<\/p>\n

\u201cShe started thinking less about short-term objectives and more about how we get from where we are to where we want to be;\u201d Rachel explains. \u201cWho needs to be involved? Which teams need to come on the journey? What are the steps over time?\u201d<\/p>\n

That cross-organisational mindset is now shaping her next phase of leadership, with discussions underway about leading enterprise-wide projects.<\/p>\n

\u00a0<\/strong><\/p>\n

What senior leaders often underestimate<\/strong><\/h3>\n

For Rachel, the biggest misconception is assuming development happens automatically.<\/p>\n

\u201cIt\u2019s very easy to think you send someone on an apprenticeship and they\u2019ll come back shinier!\u201d she says. \u201cBut the real value comes from thinking carefully about what they\u2019re learning and how it\u2019s being embedded into their work.\u201d<\/p>\n

That requires active leadership. \u201cMaking time for conversations, creating opportunities to apply learning, and using those skills more widely across the organisation\u2014that\u2019s what unlocks the benefit.\u201d<\/p>\n

When done well, the impact is immediate and lasting. \u201cThose skills embed in the individual, but they also embed in the organisation.\u201d<\/p>\n

\u00a0<\/strong><\/p>\n

Looking ahead<\/strong><\/h3>\n

As Maria continues to develop, the focus is shifting towards enterprise-level leadership.<\/p>\n

\u201cThe next step is ownership of something genuinely cross-organisational,\u201d Rachel says. \u201cThat\u2019s where those skills can really scale.\u201d<\/p>\n

For Dogs Trust, that means leadership capability that supports both impact and sustainability\u2014now and into the future.<\/p>\n

 <\/p>\n

Find Out More About Hult Apprenticeships at Ashridge<\/a><\/h3>\n","protected":false},"excerpt":{"rendered":"

A conversation with Rachel Casey, COO at Dogs Trust As COO of Dogs Trust, Rachel Casey balances financial sustainability with a complex social mission. 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