A Word from Our CEO, Murray Norton, May 2025

In Jersey’s dynamic and fast-evolving economy, a growing consensus is emerging: clinging to the past is no longer a viable strategy. Whether you're a business leader, entrepreneur, or part of a broader Team Jersey initiative, the reality is the same—meaningful change demands movement. And that movement starts with letting go of yesterday’s assumptions and clinging onto the ‘in our day…’ regressive thinking. 

The island has long benefitted from its financial services sector and global reputation, but in a post-pandemic world defined by digital transformation, geopolitical instability, and shifting economic power structures, old strategies offer diminishing returns. To compete effectively in this landscape, Jersey must be more than adaptive—it must be proactive.  

“Doing nothing is not an option” is more than a slogan; it’s a call to arms. From boardrooms in St. Helier to local startups pushing into fintech, the need for bold action is evident. Change requires risk, and risk requires investment—not just in infrastructure or technology, but in people. That starts with investing in ourselves. Professional development, upskilling, and the cultivation of a growth mindset are no longer optional perks—they are essential assets. 

Comfort, while often mistaken for stability, can breed complacency. In business, as in nature, what isn’t evolving is decaying. A culture that prioritises comfort over innovation risks being outpaced by competitors with sharper edges and greater agility. Jersey’s business community needs to embrace calculated risks and build a culture that values discomfort as a catalyst for growth. 

But strategy without insight is a shot in the dark. The importance of robust, relevant data cannot be overstated. To know where you’re going, you first need to understand precisely where you stand. High-quality data forms the burning platform on which we must stand to spark urgency and inspire coordinated action. It's not just about metrics, it's about clarity—the kind that lets you forecast, pivot, and execute with confidence.  

I’m concerned by the big issues. The emerging demographic crisis; the slide in the figures of some of our uncompetitive sectors; the recruitment of talent in a system designed to keep people out; the dropping of tax income designed in another era; and weight given to the voice of the moaning minority.  

But I’m heartened by the plans being revealed, that could put Jersey on the cusp of a new era of vibrancy. The Fort, the Waterfront, the hospital, the Port and harbour development, airport redesign, Strive, and windfarm thinking. The Govt. regeneration plans are due to be released soon and whilst Chamber is yet to see these, we are assured we will be involved. How wisely we plan our way off the burning platform will affect all of us.  

This is where the Team Jersey plan must come into sharp focus. A true coalescence of public and private sectors, aligned in vision and backed by real insight, is not a distant aspiration but an immediate necessity. Jersey has the talent, infrastructure, and international profile to lead in new areas—be it green finance, digital innovation, or sustainable tourism. But only if it sheds legacy thinking and moves decisively.  

The future isn’t waiting. The question isn’t whether Jersey will change, but whether it will lead that change or be forced to catch up. By embracing risk, prioritizing data-driven decision-making, and rallying around a unified plan, Jersey can shape a new economic chapter—not just resilient, but visionary. 

Murray Norton 

CEO Jersey Chamber