Meet PNE Group’s Executive Director

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We are delighted to share that Tracey Moore, PNE Group’s Executive Director, has been shortlisted for the Yorkshire and North East Director of the Year Award delivered by the Institute of Directors (IoD).

Making the shortlist is testament to Tracey’s decision making and leadership during a long-established career at PNE Group. Leading the roll-out of sustainability education across our in-house enterprise delivery, building a diverse team with transferable expertise and skillsets and managing a team through a transition from grant funding to commercially supported activities are among her professional achievements.

In the following interview, Tracey shares lessons from her professional career, advice for aspiring leaders, and her long-term aspirations for the Group.

 

When did your career with PNE Group begin?

Having held a number of part-time posts whilst studying Business Information Technology at the University of Northumbria, I started at PNE Group in July 1989 as a Computer Services Officer.  My role was to deliver IT training and support to staff and clients which I did until I was seconded to Brass Tacks Ltd in 1991 to deliver a YTS IT training scheme for young people in North Tyneside. Following a successful secondment, I was invited to join the PNE Enterprise team to support in the delivery of their enterprise and management programmes. During this time, I studied part-time and achieved a BA Hons in Further Education and a level 5 qualification in Management and was appointed to the role of Business Support Manager. In 2002, I was appointed Group Development Manager, a role which encompasses all aspects of project management but also indulges my passion for the talent development of the Group’s employees.

 

What has been the most valuable lesson you’ve learned throughout your career?

The most valuable lesson I have learned throughout my career is the importance of effective communication. Ensuring that you can deliver a message clearly and concisely using a variety of different media so that it is understood by all concerned is a skill that cannot be underestimated.  Getting it wrong can result in a large increase in both stress and workload!

 

What has been the highlight of your career?

Achieving Chartered Management Institute (CMI) and Institute of Leadership and Management (ILM) accreditation for PNE Group’s management programmes was a great achievement and this enabled us to deliver a number of exciting initiatives, the highlight of which, was working together with a team of European partners to transfer our volunteer management qualification materials to other countries. Funding from the Leonardo da Vinci Transfer of Innovation project enabled us to identify and fill a gap in international volunteer management practices in Italy, Spain, Lithuania and Poland by providing accessible online qualifications and courses to volunteer managers.  The feedback from the partners, and especially the managers that participated in the programme, was really positive and demonstrated a level of impact beyond our expectations.

 

What do you believe makes a great leader?

I believe great leaders are those that have a clear vision which they can communicate effectively to others so that everyone in the organisation understands the part that they play in achieving the vision and feel motivated to do their best for the team.

 

What advice would you give to an aspiring business leader?

If you communicate your vision clearly to your team and identify and nurture the talent and skills available, then you have a better chance of achieving your goals. Skills can be learned (and experience comes with time), but the right values, attitude and approach is sometimes difficult to find.

 

Where do you see PNE Group in five years’ time?

Our experience of delivering enterprise support at all levels gives us a unique insight into enterprise development and innovation in a variety of contexts. We use this to deliver enterprise support programmes locally, regionally, nationally and internationally to encourage the development of a more entrepreneurial mindset and culture, supporting small businesses to develop and grow and ultimately to create jobs. In five years’ time I would like PNE Group to be supporting more clients to demonstrate a positive social, environmental and economic impact in their local community, region or country, by identifying and implementing context-relevant enterprise support programmes.

Looking forward, the international enterprise landscape will undoubtedly be shaped by progression towards the achievement of the Sustainable Development Goals (SDGs) which aim to make positive and lasting change for people and the planet. Our priority will be to respond to the new opportunities presented by the SDGs and support our existing and future clients to make a positive difference.

 

What is your long-term goal for PNE Group?

Longer term, PNE Group will continue to work with our partners to promote positive social and economic change throughout the world and to identify opportunities for innovation. It is my hope that by 2025, every business that meets with our local PNE Enterprise team is supported to demonstrate the positive impact that their business will have in line with the SDGs. We’ve already kickstarted the momentum with the launch of the Sustainable Start-up Award in February, and by embedding sustainable business training in our enterprise training, but we’re passionate about pursuing other avenues to empower those with positive social or environmental impact at the heart of their businesses to succeed.

 

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