Non-Executive Director

Semi-external POV

I have worked in a non-executive capacity for a number of years now - as both a Non-Executive Director (sometimes as a Non-Executive Board Advisor) and as a Non-Executive Chair, helping founders / entrepreneurs / intrapreneurs / Boards make decisions for growth.

From planning strategy to raising funds, from talent development to competitive advantage creation, and from informal advisory to formal NED roles.

My role is usually focused on bringing a semi-external approach to the Board - close enough to understand the business fully, removed enough to weave new thinking in to the planning process.

I really enjoy being part of multiple companies’ growth journeys. Seeing - and learning from - the volume of challenges, triumphs, defeats, and new opportunities is fascinating.

Contributing to strong Boards

Much of my work as a Non-Executive Chair is similar to how I operate as a Non-Executive Director, providing a semi-external steer, bringing experience from other environments, and advising on what could and should come next.

In addition, my role involves: managing the Board itself; ensuring Board business is undertaken and completed; creating frameworks for Board effectiveness; and working within the requirements of operational risk, compliance, and governance.

I am accountable to, and responsible for delivering the best outcome for, the company’s shareholders.

Combining this with supporting the Board’s Directors, looking ahead at future performance targets, and operating within a people-first culture is exactly the combination I like within this role.

A note on nomenclature

For hundreds of years the Leader of the Board role worked as ‘Chairman’, because it was almost always men who assumed the position. Replacing the outdated term can be done in a number of ways, but I use the term ‘Chair’ rather than Chairperson. It’s a personal preference. Read Leah Diprose’s views on this.

Key skills

  • Setting company strategy

  • Managing change and complexity

  • Corporate structure management

  • Leadership development

  • Investment and fundraising

  • Capital event / exit planning

  • Succession planning

  • Pre-PE preparation and planning

  • Post-PE integration and delivery

  • Corporate governance

  • Board operations optimisation

  • Shareholder management

  • Conflict resolution and management

  • 1-2-1 counsel and advisory

  • Mediation and coaching