Chartered Manager Rosie Hewat says CMI is like “a rare coin in your pocket”

Rosie’s expanding role in that company made her curious about the wider realm of HR.

“And then, over time, you start going into management – managing people, designing company teams, designing organisational structures, group company structures. And then you start to really see the importance of management and managers, especially building [a company] from the ground up, which I’ve spent probably the last ten to 15 years doing in start-ups and scale-ups.”

In her experience, a lot of the “expensive lessons” that companies learn come from not investing in managerial training early on, a point at which “most start-up environments tend to be in what I like to call organised chaos, where people with zero experience get thrown into management roles”. 

In addition to providing an HR function, Rosie’s business has evolved into providing advisory services. 

“Because you start to recognise the patterns and gaps very easily, and as you’re now in a position of experience, authority and knowledge, you’re able to advise companies about what may not seem visible to them, but is quite obvious to you, such as pitfalls and quick and easy wins,” Rosie says. 

CMI came highly recommended

Rosie’s introduction to Chartered Manager status and the opportunities it provides was as interesting as it was surprising: a CMI qualification, leading to Chartered status, was recommended by another professional body.