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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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The interview is one of the most important aspects of the hiring process; but it’s not just candidates that need to prepare and put themselves in the best possible position for success – the interview is a two way street! Here are our suggestions for the best ways in which employers can conduct an effective interview.

Decide the format of the interview

Not all interviews take place face to face nowadays so you need to understand what format of interview will be best for the position that you are looking to recruit. Some initial preliminary interviews may take place over the phone or if travel costs and time are potentially prohibitive Skype or video calls may be a suitable solution. A one-to-one interview is still the most popular choice for many employers whilst a number may opt for a panel interview where a candidate will meet multiple people from the organisation. Also decide if the interviews will follow the same format with the same questions being asked to every candidate or if it will be less structured and more based around conversation.

Who should conduct the interviews?

The interview format that you decide upon will often influence the choice of interviewer/s. It is often the case that the direct line manager of the role that is being filled will be an obvious choice and depending upon the position, a department head or similar will sit alongside. As the interview is as much about the company selling the opportunity to the candidate, it is important
to choose someone who will be able to be enthusiastic about the role available as well as being a great advocate of the business, its culture and what it is like to be part of the team.

How long will the interviews last?

It is important to strike the right balance between giving yourself – and the candidate – enough time to find out all you need to know about each other whilst ensuring that the interview has good pace and duration to it, particularly if you are conducting several interviews within the same day. An hour is usually a good benchmark with slightly more time being allowed for second interview or more senior level appointments. If you are planning a series of interviews, make sure you leave enough time between appointments so you don’t create a backlog if things run slightly over.

The practicalities

Make sure you think about where the interviews will take place and ensure any room bookings are made well in advance. Consider if any refreshments are to be served and who will be greeting the candidates on arrival and looking after them beforehand. Details should be sent to each candidate well in advance including date and time information and a note of how long the interview is likely to take and who they will be meeting as well as any special instructions that they need to know about access to the building or any supporting material you would like them to bring to the interview.

Be prepared

It is useful to have a pack of information for each candidate that contains a copy of their application, their CV and covering letter, any letters of recommendation and any submitted tasks or exercises that you have requested be completed as part of the application process.

Consider your questions

It is important to ask the right questions to ensure that you glean the information that you want to from each candidate. As well as looking through each CV and making a note on key points that you would like to know more about, prepare a few standard questions that you can ask each person such as ‘what interests you most about the position’, ‘why would you like to work for the company’ or ‘how do you see yourself developing in the role’.

Help your candidates to relax

An interview can be daunting for some so help the interview go well – for all parties – by giving each person an opportunity to get settled and prepared before you start. Make sure they are comfortable and offer them a drink and ask them a few casual questions – ‘did you find us without too much trouble’, ‘how was your journey’ – to
help them relax.

Wrapping up an interview

Give the candidate an indication of what the next step is likely to be an expected time-frame in which you should be able to get back to them by. Make sure you inform each candidate of the outcome – whether they have been successful or unsuccessful – as promptly as you can. If you need a little more time to consider your decision, ensure that you keep those involved in the loop so that you don’t miss out on your preferred choice because they feel you are not interested through lack of feedback.

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.