Advisory & Non-Executive Director
“Non-Executive Board Members provide a valuable external perspective and ensure that executive members of the Management Board are supported and constructively challenged in their role.” - Dept. for Business, Innovation & Skills
Managing a successful, growing business can be a challenge. There are constant demands on your time, new markets or customers to address, a range of operational issues to solve. Your team may be strong but may lack relevant experience. Often there is little time to deal with current pressing issues let alone plan for the future.
These challenges are very common and have led to an increasing use of independent advisory roles in SMEs. This could be the formal appointment of a Non-Executive Director, or the less formal appointment of an advisor to the owner or board. Often the role may evolve from the informal to the formal over time.
We believe that an experienced advisor can support the owner and management team in setting and achieving the business’ objectives. In fulfilling an advisory role we can bring a range of skills and support – for example we can:
use our combined experience in running as well as advising businesses to complement that of the owner and management team
ensure proper corporate governance is in place which will help protect directors and ensure best practice
provide an objective view of the company’s challenges, opportunities, performance and plans
challenge the board’s thinking in a constructive way
help identify the key profit drivers of the business, whether they are revenue, cost of sales or overhead based
help develop a programme to build on the profit enhancers and address any obstacles
offer introductions to useful contacts, and often potential customers or referrers
act as an independent conscience to the board, challenging team behaviours, managing difficult conversations
help with contract negotiations
help ensure the business is well prepared in the event of an acquisition (which could come through an unexpected approach)
simply act as a sounding board to talk things through
If you would like to discuss how we can help then please contact us for a chat.
“Nick was brought into the business to give us a view on how we thought the business was trading and compare to our thoughts. Through this time we have gained a great respect for Nick who does not shy away from difficult conversations, but always backs them with facts, ideas and a strategic mind set. Nick is someone who does what he says and more, whats more is that he delivers it with Charisma and integrity throughout. I would have no doubts at all that Nick could be of benefit to any business or any person seeking guidance, wisdom and direction”.- Penny Lawrence - CAT Communications Ltd
“Nick is a real asset to our business. His energy and enthusiasm mean that meetings are a pleasure and motivate us to continue developing the business. His network of contacts and collaborative philosophy have directly helped our bottom line”.- Sarah Blundell - Director of Operations at 100 Percent IT
“Smaller businesses and start-ups are cottoning on to the fact that having NEDs can be a valuable asset, providing a source of impartial business advice, experience and contacts… The NED is there to make sure that the company is operating to its full potential and that its interests are protected. There are manifold benefits to having an NED.” - Business Wings
"Many company boards become the victims of bad habits; missed agenda items, conversations being side tracked, and opinions being discounted.The introduction of a NED will help to keep things on track, and help to alleviate any tensions." SAGE
“There is evidence that businesses that access and exploit non-executive directors as an intellectual resource perform better in the long run than businesses that do not. Increasingly small and medium sized businesses are realizing the possibilities.” - Invest Northern Ireland
“For entrepreneurs looking for strategic advice, a Non-Executive can be a fast-track to commercial wisdom, astute introductions and constructive criticism of your strategy.” - Daily Telegraph