Joseph Fenocchi enjoys making things. For his university personal statement, he undertook a self-directed engineering project, designing and building a remotely controlled robotic vehicle. The project combined mechanical engineering, electronics, software development and networking, requiring him to machine the chassis, integrate the hardware, write the code and develop a web application to control the device remotely. He was offered a place to study Electrical and Electronic Engineering at Imperial College London, but he chose the apprenticeship route instead and has never looked back. 

“You learn so much from people who know more than you, both technically and in the way they think,” he says. 

Lloyds Banking Group (LBG) is equally delighted with his decision. Fenocchi has “consistently demonstrated outstanding behaviours, including an exceptional work ethic and a commitment to learning and growth,” according to his nomination for the Chartered IIA’s Rising Star Award 2026.  

“He has raised the bar for the apprentice cohort through exemplary role modelling, strong technical capability, and a level of professional maturity that goes well beyond what would typically be expected of an apprentice.” 

Learning to see the bigger picture 

After joining LBG, Fenocchi rotated through several roles. He took full advantage of the opportunities to learn, while also taking on responsibility and contributing from the outset. 

His nominators said he consistently took ownership of challenging workstreams, independently designing and executing testing, performing process mining analysis, transforming large datasets, and completing highly technical Python and SQL-based procedures. They praised him for “consistently operating at a level above his grade” and earning the trust of managers in the function. 

From his third placement onwards, he was given managerial level responsibilities, including “leading report writing, managing reporting tollgates and then subsequently taking the lead on audits,” they said. 

He has received more than 40 recognitions from senior colleagues including the Chief Audit Executive, Directors and Heads of Audit and has become one of Lloyds’ most frequently requested apprentices for placements and extensions. 

Critically, his managers saw him as a self-starter, who could identify problems and build a solution to an exceptionally high standard. He also worked well with people and contributed to the bank’s external engagement programmes by speaking to school groups, as well as supporting colleagues and junior apprentices. 

He has led and delivered training sessions and, during a placement in the function's Data Science team, developed practical Python and SQL skills which he applied to complex analytical challenges, supporting audit testing and contributing to significant findings. He also created tools to help colleagues connect with one another and enhance the apprenticeship experience and has presented on Group-wide strategic initiatives to communities within the function, helping colleagues understand key priorities and their implications for the organisation. 

“I’m drawn to complex audits, ambiguity, and topics that are technically difficult or conceptually nuanced. Part of this is ambition, but more than that, it is curiosity,” Fenocchi explained in his nomination statement. 

“I like understanding why something matters, not just executing on the ‘what’. I’ve also started stepping into discussions, not with the aim of being visible, but to challenge thinking, propose different approaches or to try and connect dots others might not have joined.”  

He added that the shift from “doing tasks” to “added thinking” is something he is most proud of in his development. A large part of growth is learning to see the bigger picture, he says. 

Why internal audit? 

Fenocchi admits he didn’t know much about internal audit when he applied for the apprenticeship. 

“I didn’t know what I wanted to do, apart from knowing that it would involve technology and data, so I looked for something that would cover a broad range of areas. When I learned about internal audit, I realised that it could give me a great overview as well as opportunities to dive deeper into specific topics,” he explains. 

He chose LBG because he liked the bank’s mission statement and the structure of its apprenticeship programme. “This scheme is particularly valuable because we spend our final six-month placement in the business,” he says. “After three years learning about risk and controls through an audit lens, it gave me the opportunity to experience the challenges and priorities faced by teams in the business and bring those insights back to the internal audit function.” 

He also built relationships that he believes will be valuable to his work and long-term career.

Inside an apprenticeship 

Studying while working is tough, but Fenocchi says managers were clear that study came ahead of other priorities. Often, the problem was more about shifting schedules to enable him to work on a project while studying, since he says the two often reinforced each other. 

Would he advise other school leavers to try an apprenticeship? “I have a twin brother who is at university, so we often talk about which is better,” he admits. “Apprenticeships are not as widely understood as university courses. And I don’t believe you miss out on the social side, because you're constantly meeting new people, building relationships and becoming part of different teams.” 

One program he built facilitated “coffee chats”. He developed this after realising that internal audit teams could potentially feel siloed. “Someone made an offhand comment about this, and I said to my manager ‘I could do something to improve this’,” Fenocchi recalls. “He said ‘go ahead’.” 

This receptive attitude to ideas from people at all levels is typical of LBG, he adds. “It prompts people to be innovative.” 

A stint in the Data Science team opened his eyes to further opportunities. He arrived confident with pre-existing knowledge but soon realised he knew nothing compared to his colleagues. They took the time to explain their work, involve him in new ideas and encourage him to develop his skills. 

“Even the more senior colleagues were willing to talk to me about the exciting things they were working on, and how I could get involved,” he says. “They took time to encourage me to experiment.” 

Some lessons were outside his comfort zone. He was “pushed” to present on organisational strategies, which involved intensive research and addressing large groups, including senior leaders. “I would never have volunteered to do this,” he admits. 

He got used to being pushed. Shortly after joining, his manager asked him to lead “a walk through”. “I had no idea what a walk through was,” he says. “But my manager helped me think about what I wanted to get from it and encouraged me to develop my own approach. It was an early lesson that there isn't always a single right way of doing things.” 

Much of what he has learnt has come from supportive conversations. “Several times I’ve said ‘I think this is an issue,’ and colleagues have come back and asked ‘why?’,” he says. “It’s not negative, it’s really helped me to think about what matters and why you need to develop your opinion.”  

The Rising Star Award 

Fenocchi says that when he was shortlisted, he suddenly realised how many people he had worked with. Congratulations messages poured in. “Someone also asked me what I will do when I finish the apprenticeship scheme and I said I didn’t know;  I’m trying to be more comfortable with not knowing things,” he says. 

However, he is confident that the contacts he has made across the internal audit function and the wider business will be important in any choices he makes. He is clear that he would like to help others in the way the apprenticeship has helped him, in terms of support, inspiration and opportunities. 

He wrote in his nomination that “being put forward as a Rising Star is not about recognition of perfection, but recognition of potential, attitude and the way I approach my work. Being recognised as a Rising Star wouldn’t be an award but rather a signal that the path I’m on is the right one, and a huge motivation to keep growing, keep learning, and keep adding value at a higher level.” 

Fenocchi attended the Awards Event in June and says he felt hugely privileged to be working with the people beside him at his table. 

“Winning the award hasn’t changed anything, it’s a directional thing, like a compass,” he says. “Sometimes you have doubts about whether you’re on the right path and this serves as a North Star. It tells me I’m doing the right thing and that I want to progress.” The award now sits on his desk, and he says it gives him confidence and direction. 

“Winning is hugely motivating, but it’s not something I’ve done on my own,” he insists. “I’m hugely grateful to all the people who have supported me and given me these opportunities.”