Non-Executive Director

What’s in it for the adviser: a growing client and higher fees; more corporate finance, commercial finance, virtual FD and management-accounts work; a higher-value relationship; a client less likely to stall in diligence.

The role

Represent shareholders. Hold the executive to account — guide, challenge, support. Run a board that improves how the firm operates. Focus on Strategy, Performance, People and Risk. Put measures on profitability and sustainable growth. Leave the detail with the Chief Executive. Encourage debate. Get enough diversity of background in the room that it is not an echo. Usually about 24 days a year. Independence. The big picture internal executives cannot see because they are in the day to day.

Specialisms in this practice

Organisational structure design and marketing / business strategy. Sector-agnostic work with services, professional firms, financial services, healthcare, construction, engineering and other owner-managed businesses within 100 miles of Bolton, and remote.