The September 2025 edition of Bayes Alumni Connect, the regular London-based networking event for Bayes alumni, will feature a masterclass and Q&A session led by Pankti Killawala. Pankti will bring her considerable knowledge as an actuarial professional and now coach and mentor to the table. Pankti takes us along her journey – from budding insurance expert to a seasoned professional in a new role guiding middle-tier managers/heads of roles through the pitfalls and opportunities of leadership in an ever-changing business landscape.
What brought you to Bayes and your choice of studying Actuarial Science?
“My journey with Bayes began over two decades ago when I moved from India to pursue my undergraduate studies. With a strong foundation in Mathematics and a deep interest in problem-solving, I was torn between Engineering and Accountancy. But it was my grandfather, an actuary himself, who inspired me to explore actuarial science. He had studied in the UK in the 60s and always said, ‘If you want to learn insurance, go to its home.‘ Bayes, known for its actuarial science program, was the natural choice.
“Joining Bayes was transformative. Not only did I gain technical expertise, I also learned to think beyond traditional actuarial roles. The diverse international community and the faculty’s depth of experience helped me develop a broader perspective on problem-solving and innovation.”
How did your career evolve over the ensuing years?
“After graduation, I began my career in life insurance but quickly transitioned into consultancy roles across the UK insurance market. Over 15 years, I specialised in M&A and Part VII transfers, eventually becoming an expert in the field. Despite the demanding nature of consultancy, I remained connected with my Bayes peers, many of whom were exploring exciting paths of their own.
“The pandemic was a turning point. With young children and limited family support in the UK, both my husband and I working long hours in high-pressure roles, made me realise that something needed to change. In late 2021, I stepped away from my corporate career to focus on family and reassess my path. After a six-month break, I discovered a course in Psychology, Neuroscience, and Coaching. It resonated deeply with me and led to my new role as a leadership and productivity coach.”
What is the mission of Pankti Killawala Coaching Ltd?
“Throughout my career, I saw many technically brilliant professionals struggle with the transition into leadership. Imposter syndrome, lack of confidence, and insufficient support were common themes. My mission now is to help professionals not just survive but thrive, empowering them to grow into influential leaders and role models. Returning to Bayes for the forthcoming Bayes Alumni Connect event in a new capacity feels like coming a full circle. It’s a privilege to support the community that helped shape my journey.”
What is the main audience of the service your company offers?
“The coaching I deliver is aimed at mid-level leaders just below the C-suite level who are under immense pressure but often overlooked when it comes to support and development. These include newly promoted managers or senior managers, high-potential individuals expected to step up without structured guidance, and people who are at risk of burnout or leaving due to lack of support. By homing in on this target audience, I’ve tried to identify a critical gap: while C-suite leaders get coaching and development, the middle tier is expected to perform without the same investment, despite being vital to organisational success.”
What is the ethos behind your coaching?
“If I had to sum it up, I’d say it’s intended to be transformational, not transactional, by focusing on long-term change and adopting an approach grounded in psychology and neuroscience. The objective is to provide support in a non-judgemental way by acting as a sounding board. All of this has been devised with a view to helping my clients build confidence, develop leadership presence, navigate career transitions, and speak up and challenge the status quo. In short, I’m here not just to help people ‘do better’ but also think differently, rewire certain habits, and become role models.”
What challenges have arisen so far?
“I’ve had to convince HR and decision-makers to invest in mid-level coaching, met with resistance from professionals who deprioritise their own development, and also accept the reality that short workshops aren’t enough, but ongoing support is needed. To tackle these challenges, I partner with other coaches to offer workshops, embed coaching into company benefits, and try to create pathways for managers to access coaching without needing to be selected. All the while, I’m looking to create opportunities for my business and, above all, my clients. I encourage HR and leadership teams to focus on retention. After all, 70% of managers leave within two years, a phenomenon that coaching can change, especially if you position it as a risk mitigation and talent investment strategy.”
What is your overall value proposition?
“I bring a unique blend of coaching, mentoring, and personal experience from high-pressure environments in financial services. I understand the realities of the job (the deadlines, the stress, and the stakes) and I tailor my support accordingly. I don’t offer generic advice – I offer relevant, empathetic guidance that resonates because I’ve been there myself. Whether it’s managing communication across teams or supporting someone through a tough decision, I strive to combine emotional intelligence with practical insight to help people thrive.”
What are your hopes for the Bayes Alumni Connect event?
“I’d like the experience to be as interactive as possible, moving away from a lecture-style delivery to foster active participation. I’ll also want to equip attendees with practical delegation skills they can apply immediately and help them to explore personal barriers to delegation and challenge common myths. The main theme will be the art of delegation – as a strategic tool, not just a managerial task, one that can impact team performance, morale, and leadership growth. In so doing, I’d also like to challenge some common myths or reasons people may cop out of delegating such as ‘It’s quicker to do it myself‘ or ‘No one can do it like me’. All going well, we’ll establish quick-fire group activity focused on team goals and delegation strategies and encourage open discussion and peer learning.”
What is the key learning from your career that you would like to share with others?
“The business landscape is forever changing, making the need for lifelong learning greater than ever before. For my part, I’m looking to blend the more traditional skills I learned through my studies and career so far with Tech and AI. I’d highly recommend such an approach to my fellow professionals, so they rethink how they use their core skills.
“Looking back, I feel a lot of actuaries missed out on valuable learning opportunities such as data science, so everyone should be open to the idea of exploring new applications of their expertise and why not consider pivoting their career as I and so many others have done? Lifelong Learning is too good an opportunity to overlook, so my main message would be to stay curious and adaptable. To cite a very personal example, my grandfather learned to use email for the first time at the age of 75, so clearly it’s never too late!”
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