James Lodge: Our work is more crucial than ever
The BCI warmly welcomes newly elected James Lodge (FBCI) to its global board. In this interview, James tells us more about his background, why he was keen to volunteer for a board member position, and his thoughts on the pace of change in the resilience sector.
What has your resilience journey been like?
My resilience journey spans over two decades, beginning with more than 20 years in the banking sector before transitioning to the legal industry. Throughout this time, I've held a variety of roles focused on disaster recovery, business continuity, and broader resilience functions. Like many professionals, I didn't start at the top—my path has been one of continuous learning and growth.
What's been particularly valuable is gaining firsthand understanding of how businesses operate and witnessing how collaboration—or the lack thereof—can lead to dramatically different outcomes. These experiences provided the essential foundation that has enabled me to develop into more strategic positions. My journey has taught me that resilience isn't just about plans and procedures; it's about building adaptable systems and collaborative relationships that allow organisations to withstand and recover from disruptions.
When did you become passionate about volunteering?
Volunteering has been a constant thread throughout my life, beginning in my youth with environmental work. However, over the past decade, I've become increasingly involved with the business continuity community from a volunteering perspective, which has been particularly rewarding.
My BC volunteering journey began modestly offering mentorship and writing the occasional article. This gradually expanded to regular content creation, involvement with industry conferences, eventually speaking at these events, and ultimately being selected to lead the Operational Resilience Special Interest Group.
I find volunteering deeply fulfilling because it provides purpose for the knowledge and experience I've accumulated over years. While day-to-day roles may not always allow us to apply everything we've learned, volunteering creates opportunities to share insights, support others, and contribute to the advancement of our profession. It's a way of ensuring that hard-earned wisdom finds meaningful application and helps others on their own journeys.
What role has the BCI played in this journey?
The BCI has been instrumental in my professional development for many years. I've been a passionate advocate for its training and qualifications, championing these resources to numerous teams, companies, and individuals throughout my career.
Personally, I've followed the development journey to FBCI level, which has been both challenging and rewarding. Along the way, I've had the privilege of meeting countless professionals through the BCI who have become informal teachers and mentors—reinforcing my belief that there is always more to learn, regardless of experience level.
Beyond formal qualifications, the BCI has been a profound source of education through opportunity. The organisation has frequently placed me outside my comfort zone, which I believe is precisely where the most significant and rapid learning occurs. These experiences have helped me grow not just as a resilience professional, but as a leader and communicator.
Why were you interested in joining the board of the BCI?
Having been involved with the BCI for some time joining the board felt like a natural progression in my relationship with the organisation. As I've developed professionally, I've sought opportunities to contribute at increasingly strategic levels.
This board position represents an exciting opportunity to give back even more significantly to a community that has supported my growth throughout my career. The chance to help shape the future direction of an organisation that has been so formative in my own journey is both humbling and energising. I'm particularly motivated by the opportunity to help the BCI continue evolving alongside the fast-changing landscape of business continuity and resilience.
What are your board priorities over the coming year?
My first priority is to thoroughly learn and understand the current board role and the BCI's strategic direction. Before proposing changes or new initiatives, I believe it's essential to comprehend the existing landscape and the organisation's momentum.
Looking more broadly, I recognise that business continuity is maturing globally. What was once a specialised term is now commonly understood, and resilience is taking this evolution to the next level as organisations increasingly embed these principles holistically across their operations.
The growing interconnectivity we see globally presents both opportunities and challenges, creating more potential vectors for crises or incidents. This reality makes our work more crucial than ever.
In my career, I've never witnessed change occurring at the current pace and scale. Against this backdrop, it's vital for our industry to stay relevant, continue demonstrating clear value to organisations, and to do so with increasing maturity and sophistication. As a board member, I'm committed to ensuring the BCI remains at the forefront of these developments, providing members with the insights, resources, and community needed to excel in this dynamic environment.
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