Chris joined Redwheel in 2021, initially as Head of Sustainability where he led and coordinated sustainability activities both within investments and at a corporate level, before moving into his current role which focusses more explicitly on stewardship and regulatory affairs relating to responsible investment. He joined from Columbia Threadneedle Investments and has over 15 years of experience in the fields of corporate governance, stewardship, ethical investments and sustainable ownership. In 2025, he received the Simon Fraser Award for Stewardship from the Investor Forum in recognition of his contribution to the stewardship profession, both through his work at his own institution and through thought-leadership to the wider investment industry.

Q1. Why is corporate culture becoming more important as a strategic focus?

My own view is that, in a world in flux, it is a continuing question of trust as well as a point of differentiation. Right now, we are in a rapidly deregulating environment; and it is very easy to see how this could create unexpected surprises. Whatever happens, our industry places enormous significance on the fulfilment of fiduciary duties to clients which tends to involve a sharp focus on the issues most material within the timeline of the portfolio manager; however, at the same time, we are seeing an increased regulatory focus on stewardship which puts increasing pressure on asset management businesses to be more precise not just about how portfolio managers take care of client financial interests (and incorporate stewardship within this), but also how asset management businesses in their own right act in clients’ broader interests. It is culture that determines how ambitious firms decide to be and how they articulate how everyone in the business should have agency in this regard; how people come together and collaborate on inherently cross-departmental issues; the extent to which decisions are made with a proper appreciation for ethics; and ultimately the extent to which the needs of stakeholders (both as they stand today and how they are foreseen to be in the future) are considered when making decisions on business strategy.

Q2. In your view, why is it important to set a higher standard of stewardship and behaviour within the investment industry?

As partnerships become ever more important to the definition of the asset owner / asset manager relationship, allocators and selectors will increasingly need to be able to distinguish between those managers whose offerings are grounded in client-aligned values from those that are less well secured. Assessment of asset management businesses through the lens of their corporate culture offers valuable insight for asset owners into how their interests are likely to be served in practice - whether short-term or long-term, financial or non-financial – and the extent to which the views of their appointed portfolio managers and the asset management business more broadly are consistently aligned.

Q3. Why did you decide to sit on the ACT Global Leadership Council and what does it mean to you?

Joining the Global Leadership Council was certainly never a goal of mine, although I was very flattered to be asked to consider it! As Bev and Mandy will tell you, my interest in the work of ACT is very much a natural outturn of 15 years spent working in stewardship and sustainability roles, both with asset managers and asset owners. I have always felt that “walking the talk” is important in this regard, and was delighted that a chance conversation on the subject of stewardship has ultimately led to this. In providing a view on the evolving stewardship expectations amongst asset managers and owners, I hope to help the Council and the City Hive team continue their work promoting the ACT framework, which ultimately should enable more effective communication between managers and clients on the importance of culture within manager selection.