Hi Bethia. Could you start by telling us a little about yourself and your background up until now?
I was born in North West London and moved to the South West when I was eight. It was a huge cultural shift, moving from an incredibly diverse area to a rural village with very little diversity. I grew up with my mother and younger sister, but my upbringing was difficult. When I was seventeen, about a month before my A Levels, I left home and sofa surfed with friends until I eventually settled back in London. Estrangement is not widely understood, but it is far more common than people realise and needs to be spoken about without stigma.
Transitioning from a trainee solicitor at Mishcon de Reya to launching Decide is a significant change. What inspired this shift?
My motivation to become a lawyer came from a strong belief in fairness and justice. I was a precocious child and never hesitated to call out injustice. Law seemed like the perfect fit, but it didn't fulfil me as I'd hoped. My passion for diversity and inclusion did. Starting my own agency felt like the right step because my work now centres fairness and justice in a way that feels authentic to me, even if it came with a salary cut. The less romantic answer is that I needed financial stability before launching a business, and once I had that, I felt able to pursue my dreams.
What is the story behind the name "Decide"?
There is not a dramatic story. I wanted something punchy and memorable. For organisations, committing to equality, diversity and inclusion is a decision. As a society, we need to decide to be better. I also liked that the word contains the letters EDI several times, although most people don't notice
As a mixed-race woman who has experienced the corporate world, how have those experiences shaped your approach to diversity and inclusion at Decide?
My identity makes me a super minority in corporate spaces. I use that as a strength. I understand diversity from multiple perspectives, but I also know the limits of my knowledge. I work hard to create opportunities for people to speak for themselves because I know how frustrating it is to be misrepresented. My approach is rooted in grassroots, employee- and community-led strategies that give everyone a chance to contribute to change. I want to hear people's experiences and help amplify their voices. That comes directly from my own experience of being overlooked, ignored or silenced.
In your journey from a rural state school to a top law firm, what challenges shaped your commitment to creating a more inclusive society?
Stereotypes. We all make assumptions about people, and those assumptions can be incredibly damaging. Class divisions entrench stereotypes. I arrived at university expecting to find people like me, but I felt more out of place than ever. In the workplace, assumptions shift. People assume you come from money or have a certain level of privilege. It becomes exhausting to dilute yourself to fit in. I was fortunate to be at a progressive firm, but stereotypes still existed. Embracing multiculturalism and diversity is essential because organic integration is the best way to dismantle harmful stereotypes and normalise difference.
We focus on long-term frameworks that target retention and progression. How do your strategies differ from conventional approaches?
Right now, organisations often usher diverse talent into workplaces under false pretences. At Decide, we build genuine EDI infrastructure. We usually start small, perhaps with an initiative or research project. Still, our goal is to create environments where people feel comfortable bringing as much of themselves to work as they choose.
Traditionally, organisations have focused on recruitment, hoping internal culture will fix itself. In my experience, that is irresponsible and ineffective. It often leads to cultural harm. Minority hires can be treated as tokens and enter spaces hostile to diversity. I believe in investing internally through better induction processes, mandatory education, and clear support mechanisms. This approach is also financially sensible because it reduces conflict and HR strain linked to high turnover.
How do you navigate and address the unique challenges faced by individuals at the intersections of different identities?
My approach is people-led. I speak directly with the individuals facing the challenges. Often, the answers to an organisation's problems lie with its employees. My role is to create an environment where people feel safe to speak and confident they will be heard. My understanding of intersectionality helps me ensure that the spaces I work in are accessible and safe for everyone.
As a D&I specialist, what role do organisations play in turning ideals of equality, diversity, and inclusion into tangible action?
Without proactive leadership, change happens at a glacial pace. The year 2020 put EDI on everyone's radar, but over the next decade it will become clear which organisations invested meaningfully. Larger organisations can throw money at EDI, but smaller businesses often cannot. I believe EDI consulting should be accessible to all, so I offer reduced fees to smaller organisations that demonstrate genuine commitment.
What do you see as the most pressing challenges in the legal profession today?
Diverse senior leadership. Entry-level issues still exist, but the real challenge is progression. Minorities, particularly ethnic minorities, LGBT plus individuals and disabled people, rarely see senior or managing partners who look like them. Power in the legal sector remains concentrated among privileged white men. To change that, we need sponsorship for young talent and visible pathways to decision-making roles. It requires long-term EDI investment so that future leaders inherit firms that reflect society.
Given your goal of making workplaces accessible for everyone, can you share a success story?
Much of my work is long term, and Decide is still growing, so it is difficult to choose one. However, at Mishcon, I suggested restructuring the firm's mentoring programmes to be more intersectional. After consultations, the firm agreed it would be beneficial, and I believe it has now been implemented. It may seem small, but it addressed a gap: employees with multi-variant identities struggled to find mentors who understood their challenges. Speaking up as a minority can be daunting, but solving a problem so the next person does not feel the way you did is incredibly rewarding.
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