Non-Executive Director & Board Advisory
Why Consider a Non-Executive Director or Board Advisor
When decisions carry real consequence and internal clarity feels out of reach, boards often look beyond their own ranks for perspective and judgement.
That moment often comes as leadership teams navigate:
Economic uncertainty: cost pressure, margin squeeze and demand that’s harder to predict - making trade-offs sharper and mistakes harder to absorb.
Technological disruption: AI, automation and new operating models pushing change faster than leadership teams can comfortably absorb.
Heightened governance expectations: increased scrutiny from regulators, investors and stakeholders - raising the bar on accountability and decision discipline.
Founder bandwidth limits: operational load leaving little space to step back, think clearly and lead at the right level.
Culture and people risk: retention challenges, creeping misalignment and leadership fatigue that quietly undermine performance.
More organisations now recognise that a Non-Executive Director or Board Advisor is not a “nice to have”, but a strategic investment when decisions start to carry real consequence.
The right independent voice around the table helps boards think more clearly, decide with confidence, and build resilience when conditions are uncertain.
I work at board level either as a Non-Executive Director or as a Board Advisor. In both roles, the judgement, perspective and challenge I bring are the same - the difference lies in the formality, accountability and scope of the role.
I bring an experienced outsider’s perspective, shaped by over 30 years across different sectors, alongside having carried real operational responsibility myself. Boards tend to value me because I bring experienced judgement into the room when decisions carry real consequence and the answers aren’t obvious.
In practice, this shows up in a few consistent ways:
Independent challenge with context: Bringing fresh, unbiased challenge informed by cross-sector experience - spotting issues early, testing assumptions, and preventing boards from getting stuck in their own thinking.
Clear, objective judgement: Offering independent thinking that isn’t tied up in internal history or politics, while still understanding the pressures executives are under.
Practical, people-aware governance: Strengthening accountability, clarity and decision-making in ways that support progress rather than slow it down — particularly in founder-led and growing organisations.
Strategic clarity when things get complex: Cutting through noise, clarifying the real choices on the table, and keeping focus on what actually matters.
Insight into leadership and culture risk: Using a coaching-informed lens to surface unspoken tension, misalignment or behaviour issues that can quietly undermine good strategy.
Founder and executive support: Acting as a trusted, confidential sounding board - especially when pressure is high and it feels like decisions are being carried alone.
A thinking partner around the table: Contributing actively with challenge, judgement and perspective - shaped by having been accountable for decisions myself, not just observed them.
The Value I Bring
My Experience
I bring over 30 years’ experience across sectors including law, professional services, manufacturing, technology, transport and consultancy - combining deep operational grounding with board-level advisory and leadership development work.
That experience includes:
Senior operational leadership in complex, regulated environments
Eighteen years leading transformation, risk management, technology, business continuity and compliance - with direct accountability for delivery, resilience and decision-making under pressure.Advisory and leadership development at board and executive level
Fifteen years working alongside boards, C-suite leaders and senior teams to strengthen leadership alignment, decision quality and organisational effectiveness - with governance now a more explicit and deliberate part of that work.
Across this work, I’m known as a diagnostic leader - able to spot patterns others miss, surface issues early, and bring clarity to complex choices before they become bigger problems.
My approach is people-first but standards-led: building trust and openness, while maintaining accountability, pace and performance.
Over time, boards and senior teams typically see a set of clear, meaningful shifts when I’m involved:
Decisions become clearer and more deliberate
Less circular discussion, stronger prioritisation, and clearer ownership at board level.Governance starts to support progress, not slow it down
Greater discipline and accountability without unnecessary process or bureaucracy.Leadership and culture align more closely with strategy
Fewer mixed messages, stronger leadership standards, and behaviours that reinforce direction rather than dilute it.Confidence increases during uncertainty
Independent challenge and perspective that steadies decision-making when the path isn’t obvious.Founders and senior leaders feel less isolated
A trusted, experienced sounding board during growth, transition and moments of pressure.Leadership depth strengthens
More focus on succession, capability and resilience beyond a small number of individuals.Long-term value is protected
Decisions balance immediate performance with reputation, sustainability and future risk.
How I Support Your Business
I work with boards and founders when decisions start to carry real consequence - bringing independent judgement, perspective and challenge to protect decision quality when it matters most.
In Short
