AS WE LAUNCH THE SHARP CONSULTANCY 2019/2020

Leaders Insight - The Role of an Non-Executive Director with Chris Beck

Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.In his roles as non-executive chairman, he has actively supported management with his extensive operational and situational leadership experience across retail, manufacturing, global supply chain, online, fulfilment, distribution, International reach and leveraging Technology as an enabler. Prior to his more recent non-executive career Chris was an executive director of Card factory Plc for 15 years leading supply, distribution, purchasing, business development and IT at Board level through a number of refinancing’s, a private equity investment, four acquisitions and a subsequent MBO and IPO and remaining until 2019. Chris is a qualified accountant having started his professional career with Grant Thornton in 1992 and held a number of roles in Corporate Recovery and Corporate Finance across the Midlands and Yorkshire before leaving to join Card Factory in 2007.Our very own Michael Ball, Partner at The CFO Partnership sat down with Chris to get his take on all aspects of being a NED.1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?There is a clearly defined role of the NED providing an independent and external lens on the business together with providing guidance, challenge and support over the effective strategic direction. There are several more formal areas such as governance and remuneration, where the use of NEDs in a larger organisation can provide a framework to ensure the interests of the shareholders are considered and protected. In appointing an NED, there is usually a desire on the part of the business to appoint a person who, not only can effectively deliver on those areas outlined above, but can also bring some expertise in the sector, similar situational experiences or access to contacts and resources. NEDs often develop key relationships with the Executive Directors, providing support and assisting in their development as a leader and in other softer skills, becoming a trusted advocate of the business and often those individuals.2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?Communication skills and developing relationships remain front and centre of transferrable skills. Being able to bring examples of situational experience from executive roles are the most additive, providing context and solutions to real world challenges and issues the business may face from time to time. This includes learning from mistakes made so that the business has a greater chance of getting this right first time. Where there is crossover in sector experience and situational experience this often develops in to providing access to contacts and networks where there is proven experience in meeting the businesses needs to an issue or opportunity.3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?I think in all roles as an NED developing relationships with the wider board and senior leadership team is vitally important. Whilst this may be more structured in a larger corporate or PLC, in my current roles I play an active role in supporting and mentoring the existing board and a number of senior leaders that could well progress through to board positions. Developing these people I believe is integral to the wider strategy and culture as the way in which those relationships work, and associated behaviours, is often used to role model what good looks like to the wider teams.4.Is it important for an NED to have experience in the sector the business operates in?One of the most important aspects for any potential NED and those making the appointment from within the business is to clearly align on what it is that is required from an NED for that specific business. In larger corporates it is often easier to establish this, as the role may well be a replacement appointment or the addition of a further non exec to meet a clearly defined brief. In growing SMEs, I have found it necessary to work through the clarity of what is required and whilst in many instances, sector experience is important, parallels in situational leadership are equally, if not more important, and examples I have seen have been to include Digital Transformation and Geographical reach in to new markets or territories. The pace of professionalisation within organisational design and systems to support growth or readiness for a future transaction often lend towards a NED with experience of these situations rather than sector specific experience. Clearly both will be differentiators amongst potential candidates. 5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?I had a clear plan that I wanted to pursue a small number of NED roles following retirement from Executive roles. I think it is very important to consider what you are wanting to achieve from such roles, for me my motivation was to work with interesting, growth businesses with good management where I could see my own experiences supporting and adding value. Having worked hard to achieve a work life balance for myself location was a factor, notwithstanding technology I wanted to make sure I was able to support in person without compromising on the quality of life I had achieved. I was fortunate enough to take on a Chair role in a charity connected to my previous executive role and also took on a further trustee role in the charity sector. Both were really valuable to demonstrate governance but also helped with behaviours and the transition to an NED. I would encourage any Executive thinking towards an NED career to actively try and gain experience in that space, in conjunction with their existing executive role, whether that is for another corporate or a charity and will be more relevant to those individuals working at operational board level, perhaps with less visibility to the governance aspects of a company. There are some good causes and membership of the IOD is highly beneficial to refresh and stay up to date on company law and changes in governance.6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?The consideration of new technologies is always appropriate and, in most businesses, I am involved in the adoption of new technologies as an enabler to support growth or efficiency. We are seeing the adoption of AI to help businesses carry out tasks and process data which is supporting the board with more timely information on which to base decisions, however we are yet to replace an NED with AI!7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?There are several reasons people assume an NED role. For me its ultimately to use my skills and experience to support management teams reach better outcomes with my support. Those better outcomes are to see teams develop, improve financial performance and deliver strategic change. Seeing these things evolve at pace in businesses with my support and guidance is what motivates me. As an experienced executive director and operator, the biggest challenge is to support and guide, not to take over and do. It takes self-control, experience and most importantly to respect the Executive Team you are working with and their own roles. 8.What is the one single best piece of advice you were given early in your career that still holds true today?In any challenging situation consider the intent of others and not how they act or behave. In most scenarios the intent is correct, and alignment of the behaviour and style of others may just be different to yourself. Don’t let this drive the wrong emotions and behaviours. It makes it so much easier to create alignment, agree mutually beneficial actions and drive pace to almost every situation. Chris Beck’s journey from executive leadership to a seasoned Non-Executive Chairman reflects a wealth of experience, adaptability, and strategic insight. His ability to support and guide management teams while using his deep industry knowledge has proven invaluable in driving growth and shareholder value. With a strong focus on relationship-building, governance, and the evolving role of technology, Chris demonstrates the impact a well-rounded NED can have on a business. His reflections on leadership, mentorship, and strategic decision-making provide valuable lessons for those looking to transition into non-executive roles. As businesses continue to navigate change and expansion, the role of an experienced NED like Chris will remain cricial in shaping their future success.

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Brexit. It’s never far from people’s thoughts. At the time of writing, we are still awaiting what the final outcome will be, yet the political uncertainty and potential turmoil being foreseen has done little to dampen demand with early indications showing that finance and accountancy remains incredibly buoyant across the region.

The economy continues to improve – we have seen six consecutive years of growth – and with growing companies driving demand for recruitment, the end of 2018 saw employment levels in the UK approach full capacity.

The previous 12 months saw sustained demand from across all industry sectors; even those experiencing reported difficulties– such as retail – pressed forward with recruitment with the changing needs of businesses driving the demand just as much as growth.

The quest for part qualifieds to finance controllers in particular remains high with a notable increase in six figure plus senior level appointments also being witnessed. However, with demand somewhat outstripping supply across a number of roles we have seen significant changes to the way in which organisations are approaching their ongoing recruitment needs.

The dynamics of the current market have led to an increasing number of businesses engaging with recruitment specialists on a retained basis and, with it very much being a seller’s market, companies are making significant moves to becoming more flexible. With increasing emphasis upon part-time and family-friendly working patterns we are seeing organisations seizing every opportunity available to them to make their opportunities most attractive to candidates.

With good quality candidates seemingly having their pick of the available opportunities, it is those companies who are fleet of foot that will triumph in the current market conditions. With the recruitment process for candidates below qualified level typically taking between two to four weeks maximum and senior level appointments typically being filled in less than eight weeks, companies which become embroiled in procedure and red tape are regularly finding themselves behind the curve.

As the pressure on supply continues, the need to retain top talent intensifies. A higher proportion of buy back and counter offer attempts are being made with high pay rises and increased benefits being offered, albeit with often quite strict demands and tie-in conditions in return to secure loyalty. As a result we are seeing fairly sizeable jumps forward in salary levels; typically 5-10% but increases of 10 – 15/20% are no longer unusual.

The volume of demand and pace of the current market has seen businesses reverse the trend of recent years to take their recruitment in-house; many are recognising that for key business change roles in particular, the need for specialist expertise and support is critical to successfully securing appointments.

This shift in the relationship between client and supplier has seen more emphasis being placed upon our role as a trusted advisor and this is set to continue over the coming year as, whatever the outcome, Britain finds itself entering a new era.

The above editorial is an extract from the Sharp Consultancy 2019/2020 Salary Survey; a full copy can be downloaded here.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond CONTACT UStoday to discuss your recruitment needs with a member of our team.

AS WE LAUNCH THE SHARP CONSULTANCY 2019/2020 SALARY SURVEY, EXECUTIVE DIRECTOR LEE SWEENEY REFLECTS ON THE PREVIOUS 12 MONTHS AND SHARES HIS VIEWS ON WHAT LIES AHEAD OVER THE COMING YEAR.

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