From the frontline to systems change

When Shereen Williams arrived for her admissions interview at Singapore Management University (SMU), she expected a test of knowledge. Instead, she found a conversation about ideas.

“It wasn’t about giving the right answer,” she recalls. “It was about how you listen, how you connect, how you reason.”

That simple change in format — from written exam to dialogue — would shape the way she approaches everything that came after: with curiosity, empathy, and an instinct to understand before acting.

Learning to lead by listening

In the early years of SMU, there were no established paths to follow. Students were builders, not just participants — shaping the culture of a new university as they learned within it.

“SMU was still finding its voice, and so were we,” says Shereen. “That energy — of creating something from scratch — stayed with me.”
 

The seminar-style learning meant that ideas had to be tested in real time. “You couldn’t hide behind notes; you had to engage, question, and respond,” Shereen shares. 

Over time, she realised that confidence wasn’t about being loud — it was about being clear, prepared, and open to change.
 

“Every discussion was an exercise in perspective-taking. You learned to challenge respectfully and to hold space for other views,” she says. “That’s how you earn trust — through listening.”
 

That approach to leadership — confident but collaborative — would become her hallmark.

Translating empathy into action

After graduation, Shereen moved to Wales to join her husband. The transition from a cosmopolitan campus in Singapore to a small community in the United Kingdom was profound.

“It was a culture shift, but also a lesson in humility,” she says. “You realise that community work isn’t about swooping in to help; it’s about earning the right to contribute.”

She began volunteering with local charities, helping families facing hardship and women rebuilding their lives after abuse. Slowly, her volunteer work evolved into a career in safeguarding and equality policy.

“You start by thinking you’re helping people,” she reflects. “Then you realise you’re learning from them — how systems succeed or fail depending on whether people feel seen.”
 

Her accountancy background gave her an unexpected advantage. “When you’re working with limited resources, data helps you prioritise,” she says. “But empathy helps you decide.”

From the ground up: Designing fair systems

After a decade on the frontline, Shereen moved into governance — a space where quiet rigour matters as much as compassion.
 

Today, as Chief Executive of the Democracy and Boundary Commission Cymru and Secretary to the Boundary Commission for Wales, she leads a team responsible for ensuring electoral processes are fair, transparent, and trusted.
 

“My role isn’t about drawing lines on a map,” she explains. “It’s about strengthening the systems that hold democracy together — making sure decisions are made consistently, transparently, and with respect for everyone affected.”

Her leadership philosophy is rooted in collaboration. She builds consensus across departments and communities, balancing technical precision with emotional intelligence.

“Good governance is invisible when it works,” she says. “It’s when something fails that people notice. So the job is to get it right quietly, every single time.”

Her contributions earned her an honorary MBE — recognition she treats as affirmation, not accolade.

“It reminds you that service isn’t about being seen. It’s about doing what’s needed.”
 

Resilience and representation

Public service in a highly scrutinised space can be both rewarding and bruising. As the face of boundary reviews, Shereen has weathered public debate and, at times, personal criticism.
 

“Any change can feel personal to people,” she says. “But integrity means doing what’s right even when it’s misunderstood.”
 

She continues to strengthen trust by deepening her roots in Wales — learning the Welsh language, mentoring local officers, and working with diverse communities.
 

“Language isn’t just communication,” she adds. “It’s belonging. Every new phrase feels like another bridge.”

A philosophy of continuity

Looking ahead, Shereen hopes to keep building systems that endure — frameworks that outlast any one person.
 

“Institutions should evolve with the people they serve,” she says. “If I can help design something that continues working long after I’ve left, that’s impact.”

She’s also passionate about mentoring the next generation of public leaders.
 

“Impact isn’t only in policy,” she reflects. “It’s in the people you prepare to take the work further.”

Full circle

Two decades after her SMU interview, Shereen still sees its lessons everywhere in her work.
 

“SMU gave me confidence,” she says. “But it also taught me the discipline of listening — to understand before you lead. That’s what service really is.”
 

From a young woman who learned to speak up in seminar rooms to a leader strengthening democratic institutions, her story is one of growth built on curiosity, courage, and compassion — the very values SMU seeks to instil.

The SMU Impact Stories series spotlights the journeys of our faculty, alumni, students, and partners who are driving positive change through education, research, and community engagement. Each story offers a window into the values that define Singapore Management University—from academic excellence and inclusive leadership, to real-world impact and regional relevance. Discover more stories here.