Young Difference Makers: Laura Mason on aligning purpose and performance to ensure that profit fuels justice

Start with what you’re good at and point it at a real problem—that’s the thread running through our conversation with Laura Mason, a chartered accountant who turns financial modelling and data analytics into public value. From multi‑billion‑pound transport contracts to net zero initiatives and social innovation tools, Laura shows how rigorous finance can deliver human outcomes people feel every day.

We dig into the mechanics of value for money and why procurement design matters as much as policy. Laura explains how funding models can prioritise reliability and access across transport networks, and why energy efficiency is more than climate talk—it’s a direct cost strategy. She shares hard numbers on reskilling for AI, illustrating how upskilling saves money, protects jobs, and preserves institutional knowledge. Along the way, we explore her work mentoring unemployed women, building a multilingual council‑services chatbot for new UK arrivals, and developing a mental health triage assistant that shortens wait times.

What ties it all together is a mindset shift: profit can amplify purpose when leaders build credible business cases for doing good. We talk about courageous leadership—using your platform to speak for others—and how to communicate impact in terms that boards and budget holders can back. Laura lays out a practical playbook for public services: start small, test with users, quantify results, and scale through collaboration. Ethical AI, inclusive innovation, and transparent decision‑making aren’t slogans; they are tools to make public systems more responsive and resilient.

If you believe performance and purpose can move together, this conversation offers proof and a plan. Subscribe, share with a colleague who works in public services, and leave a review with the one change you’d champion at your organisation.

Transcript

Start With Skills And Purpose

Laura Mason 0:00

My advice to young professionals who are looking to make a positive change in their community is to start by identifying the intersection between what you care about and what you're good at. So positive change doesn't always come from grand gestures. It often begins with using your skills to solve real problems in your own environment. Hello, I'm Laura Mason. I'm representing the Institute of Chartered Accountants of Scotland, and I'm a chartered accountant working for Grant Thornton in financial modelling and data analytics for public services. But much of it felt a lot like corporate jargon without substance. And I wanted to go deeper. I was genuinely intrigued by how businesses operated, but I also knew that I wanted my work to have public impact. That's what led me to pursue chartered accountancy and ultimately specialise in financial modelling and data analytics within public services consulting at Grant Thornton. Today I work on large-scale public sector projects that shape the infrastructure and services that people rely on every day. So from transport systems like the DLR or the Elizabeth line to energy and waste initiatives aligned with net zero goals, I use technical skills to help to deliver value-for-money outcome and drive innovations in public procurement. So to conclude, I'd say that becoming a chartered accountant gave me the tools to translate complex financial data into meaningful insights and to make a real difference into how public funds are spent and services delivered. So I'd say I'm making a difference in my community and my profession in different ways because, as part of my role at Grant Thornton, well, on top of my normal duties as a financial modeler and uh data analytics person, I also serve on the sustainability leadership group, where we recently celebrated a milestone of 20,000 volunteering hours for the year, uh, which is an achievement that reflects our collective commitment to purpose beyond profit through Grand Thornton. I also coached unemployed women back into the workforce. But then outside of my work at Grant Thornton, I also have personal contributions that extend from this platform into global advocacy. For example, I acted as a young ocean advocate, uh championing maritime sustainability at forums such as the UNESCO Summer School, the EU Maritime Day, and the UN Ocean Conference in Lisbon. As an ICAS chartered accountant, uh I'm also a chartered management consultant and I graduated from Oxford University. So I believe in using data with purpose, and my work in financial modelling and analytics in public services is grounded in this ethos. So I work on multi-billion pound transport contracts and design funding for models that result in huge million pound impact projects. But I'd say my influence goes beyond the spreadsheets. So I also write thought leadership articles on electric vehicles, AI and financial modelling, or contribute to podcasts. So we have a series of podcasts that are coming out on devolution, the future of entry-level jobs in an AI world, and data-driven public transport solutions. So I'd say that social innovation is another passion of mine. I co-designed an app to help new UK arrivals access council services via multilingual offline capable chatbot. I'm also now developing a mental health chatbot to help improve access to care through faster triage and treatment pathways. I'm also a younger member of Chatham House and have contributed to Global Policy Dialogue and the UN Women UK Conference as well as the Doha Forum. So I've been on international international conference trying to raise the profile of young leaders in global advocacy. And I've I've also been a fundraising trustee for three years where I've helped to raise £500,000, but not only in this role, in combining other roles for charity supporting children, health, and education. And for ICAS, I'm on the London Area Network representing ICAS where I advocate for inclusive link leadership and fresh thinking in the profession. So I'd say that for me, finance is a toolkit but changes the goal. If I had to choose a standout moment and it's hard to choose just one moment, I'd say that being in the presence of people like Terry Cruz, Sir Bob Geldorf, Queen Rania of Jordan, and the UN food program leader David Beasley was extraordinary. But what truly stood out to me was the courage that they embodied. So David Beasley in particular left a lasting impression on me. I heard about how he risked his life to deliver food through areas of conflict, negotiating with powerful leaders to reach those in need. And I was deeply humbled that one man could have such an impact on millions of people. And if I take that to the rest of the speakers, it's all true that all these individuals could have stayed in their comfort zones, they could have continued to have successful careers without making themselves vulnerable and stepping up into danger or controversy. But instead they chose to become powerful voices for others. They used their platforms to advocate for justice, for equity, and more humanity. That kind of leadership, which is rooted in service and sacrifice and conviction, is what inspired me the most. It reminded me that real impact is often required when stepping outside the line and speaking up and standing firm even when it's hard. How I plan to apply the lessons from the summit to my work is through the transformative ideas that I've heard. And one of the most transformative insights that I gained from the summit was the idea of using business to amplify impact. It's not just about doing good, it's about making a compelling business case for doing good to amplify and scale change. So as someone who works in financial services, as a chartered accountant, I know that cash is king, so we need a business case to make profit viable because otherwise change will be smaller in scale. I think that profit isn't necessarily a selfish driver, it's also something that amplifies impact. And whether that's in sustainability, equity, or innovation, I think the most effective change happens when purpose aligns with performance. And in the realm of artificial intelligence, for example, I learned that reskilling an employee can save $49,000 compared to hiring externally. Which means that it's profitable for companies to actually teach their task force how to use AI rather than hire someone who's already competent. They'll save a lot of money, the saving is there, and that would prevent a lot of hardship that comes from making someone redundant, for example. And that's not just a social good, it's a strategic advantage. Similarly, for energy efficiency, it's not just about climate goals, it's about directly reducing operational costs through energy savings, making sustainability a smart financial decision. And these lessons have reshaped how I approach my work in public services consulting at Grant Thornton. I'll try to embed this impact into the core of the finance strategy project that I work on. I'll try to highlight how investments in people and the planet and innovation can drive long-term value. And whether it's designing procurement strategies or building funding models, I'll aim to show that doing the right thing is also doing the smart thing. In 10 years' time, I will try to continue to make an impact. I see myself leading transformative projects that sit at the intersection of finance, technology, and public services. I want to continue using data and financial modelling to shape systems that deliver real-world impact. Whether that's improving transport infrastructure, accelerating the energy transition, or designing funding models that unlock investment in mental health and climate resilience. I envision myself championing ethical AI and inclusive innovation, building tools that make public sector decision making more transparent and responsive. I also hope to mentor the next generation of change makers, helping them seize finance not just as a technical skill, but as a powerful toolkit for social progress. So ultimately, I want to keep proving that performance and purpose can and should go hand in hand. So positive change doesn't always come from grand gestures. It often begins with using your skills to solve real problems in your own environment. Whether you're a data analyst or an accountant or even an engineer, your expertise can often be a powerful tool for impact when applied with purpose. Don't wait for permission or perfection. Start small, test ideas, and build momentum. I also think that collaboration is key. Some of the most meaningful change happens when diverse minds come together. And it's also about communicating. You should always show how doing good can drive value. And if you can make your case, you'll bring others along with you. And I'd say most importantly, you can stay curious and stay committed because change takes time, but your voice and action matters more than anything. Going forward, I'll carry this mindset into my work, whether it's building a financial strategy for public services or designing tools for social innovation or mentoring future change makers. I want to keep asking how I can use my skills and my platform and my voice to create space for others and try to drive meaningful change. One Young World has reminded me that the answer often lies in stepping up, even when it's uncomfortable, as well as leading with purpose.