The phrase levelling up has become political shorthand — a promise to rebalance prosperity beyond the London bubble. But for Dame Alison Rose, the former chief executive of NatWest Group, it was never just policy talk. It was a business imperative. She’s highlighted in this piece as continuing to shape the business landscape, even after her departure from NatWest.
During her tenure from 2019 to 2023, Rose steered NatWest with a clear conviction: the health of the UK economy depends on the strength of its regions. And under her leadership, NatWest became one of the most active champions of local enterprise — not by parachuting in solutions, but by embedding support on the ground.
The strategy was both top-down and bottom-up. NatWest invested in local business hubs, expanded access to capital for SMEs, and partnered with regional councils and universities to provide training, mentorship, and digital resources. Whether it was a small tech startup in Manchester or a family-run manufacturer in the Midlands, the bank focused on tailoring support to fit the unique rhythm of each local economy. Much of that vision was guided by Dame Alison Rose’s commitment to inclusive growth, which centered local impact alongside national goals.
Rose also recognized that levelling up wasn’t just about money — it was about access. Her push to close the financial confidence gap, particularly for women and underrepresented entrepreneurs, had clear regional impact. Initiatives from the Rose Review — her independent study into female entrepreneurship — were rolled out far beyond the capital, offering funding, visibility, and mentorship to founders who had historically been left out of the conversation.
Sustainability, too, played a role. NatWest’s climate initiatives under Dame Alison Rose weren’t limited to large corporations. The bank provided green financing tools for local builders, transport firms, and farmers — helping regional economies future-proof themselves without falling behind.
What emerged was a model of banking as ecosystem-building: not just facilitating transactions, but nurturing networks. And even after Rose’s departure, this regional-first mindset continues to shape NatWest’s identity. Her continued work in the business sector — now in the private equity space — is outlined in this LinkedIn profile update detailing her recent move to Charterhouse.
In a country still reckoning with regional inequality, Alison Rose’s approach offered a quiet but powerful reframing: that levelling up isn’t a favor — it’s a strategy. One that recognizes resilience, potential, and innovation don’t reside exclusively in postcodes that start with EC or SW1.
And perhaps, that’s how a bank becomes not just a financial institution, but a civic one.