‘As an Industry, We’re at an Inflection Point’ – Aberdeen Investments’ Head of UK and EMEA
Mandy Rawlinson, a Founding Advisor of AssetOps, says the initiative is set to be a ‘catalyst for raising the operational bar across the buy-side'
By Corinium Global Intelligence
Before becoming one of the UK’s most prominent asset management leaders, Mandy Rawlinson twice represented Team Great Britain at two World Equestrian Games. She also qualified as a solicitor and completed education at Harvard Business School.
She is now Head of UK and EMEA at Aberdeen Investments, and has chosen to bring her valuable experience to bear as a founding member of AssetOps. This new initiative by Corinium brings together buy-side leaders for frank, illuminating exchanges on the industry's biggest challenges and opportunities.
She spoke with Corinium about her reasons for taking on this role, what she learnt from fronting major industry transformation projects such as her firm’s response to Brexit, and her advice on navigating the next wave of change.
You recently became Head of UK and EMEA at Aberdeen Investments. How has this transition shaped your perspective on leadership and strategy?
Stepping into this role has broadened my lens on cross-border leadership and strategy. It’s no longer just about running a business line or a function – it’s about balancing growth, governance, and risk across multiple jurisdictions, each with its own regulatory landscape, client expectations, and cultural nuances.
I’ve had to think much more about connectivity: how we align our teams behind a shared vision, while also giving local markets the autonomy to adapt. It has reinforced my belief that leadership is about clarity and consistency of direction, but also humility – listening and learning from colleagues on the ground who are closest to clients and regulators.
You’ve led initiatives in client risk, governance, business transformation, and regulatory change. Which of these experiences has most strongly influenced how you approach the challenges in buy-side operations today?
All of those strands are interconnected, but transformation has been the most defining. Whether it was redesigning client onboarding governance, leading first line AML and KYC reform (including tech build and implementation), or driving entity simplification, I’ve seen first-hand that operational change is only successful when it is anchored in bring people along with you, rather than it happening ‘to them’.
Those experiences have given me a bias toward execution with discipline and communication: if you don’t build strong foundations, transformation simply doesn’t stick. Today, as we face AI adoption and a tougher regulatory climate, I carry that lesson with me – good operations isn’t just about efficiency; it’s about resilience and trust.
AssetOps is designed to be a curated community of senior buy-side operations leaders. Why is it important to create a forum like this now?
This is exactly the right moment. We are at an inflection point where the industry is under pressure from margin compression, regulatory intensity, and technology disruption. No single firm can navigate that in isolation. Creating a trusted forum like AssetOps allows leaders to be candid, share what is working and what isn’t, and accelerate collective problem-solving. My hope is that it helps us raise the standard of operational excellence across the industry – less duplication, more collaboration, and ultimately better outcomes for clients.
Having navigated major transformations like Brexit, AML and legal entity rationalisation, what lessons do you have for peers who are now dealing with the next wave of change?
The biggest lesson is that change is never just about the technical or legal solutions – it’s about people. Brexit taught us how critical communication and adaptability are when the goalposts were unknown and when we were facing a fresh industry challenge together. No one had done it before.
Legal entity simplification, especially post M&A activity, shows us that complexity is costly, and simplification should be an ongoing strategic mindset, not a one-off project. For peers now facing AI, data, and resilience challenges, my advice would be: invest early in clarity – what problem are you solving, why does it matter, and how will you bring your people with you? The technology will evolve, but your culture and your ability to execute at pace, with the team behind you, are what will determine success.
As a qualified solicitor and former professional athlete, how have your experiences outside of ‘traditional operations’ influenced your approach to leadership?
Both backgrounds have shaped me profoundly. As a solicitor, I learned how to navigate complexity within strict parameters, ask probing questions to gain clarity, and see issues from multiple sides – skills that are invaluable in today’s environment. Sport gave me grit, discipline, drive and the ability to perform under pressure. Together, they’ve taught me that leadership is about resilience, preparation, and clarity of purpose. Whether in a courtroom, a boardroom, or an arena, the principles are the same: focus on the fundamentals, anticipate challenges, and be a team player.
Looking ahead to AssetOps London, what are you most excited about – both for yourself and for the wider community?
For me personally, it's the opportunity to exchange ideas with peers who are grappling with the same challenges I am. It’s rare to get that level of candour outside your own organisation. For the community, I’m excited about what this could spark in terms of collective innovation. If we get it right, AssetOps won’t just be another conference; it will be a catalyst for raising the operational bar across the buy-side, and for building the kind of networks we’ll need to face during the next decade of change.
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