Director talk: Sarika Patel

In the boardroom

What is the number one skill you bring to the board?

Strategic clarity – in complex environments, particularly during periods of market dislocation, clarity is stabilising. I focus on articulating purpose, aligning priorities and making decisions anchored in long-term value creation.

When direction is clear, debate becomes more productive and people perform at their best.

Who has been the biggest influence on your career?

Early in my career, I worked for a leader who gave me significant autonomy but made accountability unequivocal. He rarely intervened, but the standards were crystal clear.

That experience shaped my leadership philosophy: trust capable people, set high expectations, and be transparent about consequences. It taught me resilience, ownership, and the importance of spotting and nurturing talent rather than micromanaging it.

What’s the proudest moment of your career?

One of the defining moments of my career came in the aftermath of the global financial crisis, when I led a medium-sized manufacturing business in Italy.

I had never previously worked in Italy, nor in manufacturing. The company reported a £10 million loss and confidence was fragile, both internally and externally. The banks were sceptical that a turnaround of any meaningful scale was achievable.

Within a year, through disciplined strategic focus, cultural alignment, difficult but necessary decisions, and absolute clarity of purpose, I led the business from a £10 million loss to a £2 million profit.

The financial outcome was significant, but was achieved only by providing vision, leadership and support internally and rebuilding credibility with stakeholders. That experience reinforced my conviction that clarity, integrity and strong leadership can transform outcomes beyond expectations, particularly in times of uncertainty.

What’s the most challenging part of your job as a trust director?

The investment trust sector is navigating structural and market headwinds. Discounts, liquidity considerations and regulatory developments require constant vigilance.

The challenge lies in balancing short-term pressures with long-term conviction. That means being prepared to take strategic decisions that we believe will strengthen the trust’s prospects for shareholders over time. The recently completed combination with Shires Income is a good example of this approach – a transaction that has increased scale, reduced costs and enhanced the long-term sustainability of Aberdeen Equity Income Trust, following overwhelming shareholder support.

As chair, my responsibility is to ensure that decisions of this nature are rigorously assessed, clearly explained and firmly grounded in shareholder interests. The very high level of shareholder backing for the recent combination underlines the importance of engagement and represents a strong endorsement of the trust’s long-term direction.

What advice would you offer to new directors?

Listen more than you speak in the early stages. Observe board dynamics, understand the culture and study the history before seeking to influence direction.

Transitioning from executive to non-executive roles can be deceptively difficult. Influence comes through judgement and timing, rather than authority. Once you understand the terrain, contribute with confidence. You are there because your experience matters.

Away from work

What’s your number one desert island disc?

Simon and Garfunkel: Live at Central Park. What a great live performance with their best hits.

Of all the places you have visited on your travels, which comes top of the list and why?

Definitely a safari and particularly the Masai Mara. It is one of the last places on earth where nature still feels truly sovereign. A safari is both humbling and perspective-giving. It reminds you that we are just one small part of a much larger ecosystem – a powerful lesson in proportion.

What are you terrible at?  

Sewing. Through self-awareness, I delegated a tailoring emergency to my surgeon husband, only to discover that surgical sewing precision does not automatically translate to hemming trousers. We both learned something that day.

What is a hidden talent that few people know you have?

Nature photography. I find enormous satisfaction in capturing landscapes and wildlife – moments that are fleeting and unrepeatable. Photography teaches patience, observation and framing – qualities that translate surprisingly well into board life.

What do you do for fun?

Long walks (usually brisk) accompanied by my earphones and occasionally my husband.

Sarika is also a director of SDCL Efficiency Income Trust.