A board voice that
has walked the floor.
Most boards have finance covered twice and operations covered never. When the biggest line on the P&L is the operation, that's a governance gap.
Scrutiny before approval, not after the miss.
Operational scrutiny of plans and numbers before they're approved. Pattern recognition from 25+ years of peaks, launches, turnarounds and integrations. And the willingness to ask the awkward question early, which is most of what good governance is.
Chartered Fellow of the CILT. Imperial College London Emerging CEO Programme. Current Chair of Trustees experience. Published author on operational leadership.
Three ways to work with a board.
Board adviser
Monthly retainer: pre-board reviews of the operational picture, attendance as agreed, a standing second opinion for the chair and CEO.
Non-executive director
Formal NED appointments where the board needs operations represented with the same weight as finance.
Investor support
For PE investors: pre-deal operational diligence and post-deal delivery oversight against the value creation plan.
Discuss your board's gap.
A confidential conversation about where operational oversight is thin and what filling it would look like.
Start the conversation