Louise Bancroft built her career the hard way – starting as an HR generalist and growing alongside a company through mergers, ownership changes, and rapid international expansion. But even as she rose through the ranks, she felt a gap. HR expertise had taken her far; commercial depth, she believed, would take her further.
That conviction led her back to Manchester Metropolitan University Business School, where she had completed her MSc in HR years earlier, to pursue an MBA. Today, she is Chief HR Officer at Airswift, a global workforce solutions company, and sits at the board table shaping conversations about growth, value creation, and organisational strategy.
Her story is a compelling case for what a well-chosen MBA can do – not just for your résumé, but for your confidence, your network, and your ability to lead at the highest level.
Can you tell us a little bit about yourself and your career to date?
I’ve spent the majority of my career in HR, predominantly within fast-paced, commercially driven environments. I started out as a generalist and have progressed to my current role as CHRO of Airswift, a global workforce solutions company. When I joined, the business was still relatively small – and a formal HR function was yet to be established. Since then, I’ve had the opportunity to grow with the company through a period of significant transformation: multiple mergers and acquisitions, changes in ownership, new investment and ambitious organic growth. It’s been a real privilege to be part of that journey and to help shape the people strategy along the way
What does your current role involve?
I lead our global people agenda, covering everything from talent and leadership to performance, culture and post-deal integration. As a private equity-owned business, the pace is fast and the focus is sharp – it’s all about unlocking value through our people.
Why did you want to study for an MBA and why did you choose to do the programme at Manchester Metropolitan Business School?
I’d previously studied for an MSc in HR at Manchester Met and had a great experience. The MBA offered the opportunity to broaden my perspective beyond HR and build commercial depth. The programme was competitively priced, highly practical and flexible enough to fit alongside a demanding role.
What is the most interesting thing you learnt from your MBA?
Gaining a broader view of the business was incredibly valuable – understanding functions like marketing and finance gave me the tools to see our organisation more holistically. Equally, the relationships I formed during the MBA were a real highlight – some I’ve since hired, others have become lifelong friends.
What were some of the challenges you faced when studying for an MBA?
Balancing study with a global role and a changing family life wasn’t always easy. I did delay my dissertation submission at one point – but with structure, support and a clear goal in mind, it was absolutely manageable. The rewards far outweighed the effort required.
How has the MBA made a difference to your career path and leadership journey?
It gave me the confidence – and credibility – to step into the CHRO role. It’s also elevated my ability to contribute meaningfully at board level, particularly in conversations around growth, value creation and organisational strategy.
In what ways have you taken what you have learnt in your MBA into the organisation you work for?
So many elements have translated directly – from leading through change and aligning people strategy to business objectives, to embedding a more data-led approach in areas like workforce planning, performance and talent investment.
What advice would you give to someone thinking about studying for an MBA?
Go for it – but be clear on your “why”. It’s a big commitment, but one that broadens your thinking and expands your network in ways you can’t fully anticipate at the outset.
What are the next steps for you on your career journey?
I’m really enjoying the breadth of the CHRO role. I’ve recently taken on additional responsibility for sustainability and business ethics – areas that are becoming ever-more critical for our clients, our people and our investors. My focus now is on truly embedding these priorities into the heart of our culture and strategy.
