Chris Beck

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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WHAT IS A ‘LIFE CHANGING CAREER MOVE’ AND HOW DO YOU SPOT ONE

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​Just occasionally, though very rarely - so rarely that for many people it never happens - a life changing career opportunity comes along; for the lucky ones it may happen once, or if they’re very lucky indeed twice in their entire careers. I’ve seen them in my professional capacity and can confirm they are rare.

It happened to me, once, 24 years ago and by pure luck I spotted it (though I’m not sure I really understood what it was) and of course, that is when I joined Sharp Consultancy. I had three other offers the same week; two with Plc’s and yet I joined a fledgling business, with four employees, on the lowest salary of the four offers and went ‘backwards’ to be a trainee again after eight years of (slowly) climbing the ladder in banking. Family and friends thought I was bonkers.

I’ve seen many people miss their moment by either failing to see it or, more often, failing to grasp it. Their reasons are varied an I’ll go in to that a little later. First of all, what is a life changing career move?

Let’s start by saying what it isn’t. Most moves are progressive; they follow a similar path, perhaps with an elevated trajectory, but the theme and flavour doesn’t change materially. There is NOTHING at all wrong with these moves, indeed we could describe them as normal. Most people go through their entire working lives having nothing other than ‘progressive’ career moves; they climb the ladder, enjoy their work, get satisfaction from what is important to them - financial reward, responsibility, autonomy, status or anything else. They’re happy. No reason not to be.

A life changing career move is one that changes not just your job but changes the direction of your life. It changes the lives of those around you and that change, for you and your family and friends is material. It’s when you look back and say “Where would I have been today if I hadn’t……….?” It’s when you were able to achieve things you never thought you were capable of (again, I mean things that are important to you - these may include status and financial reward but may not be what’s important to everyone). It’s a feeling beyond being satisfied. It’s often hard for you to believe.

Occasionally the reason someone doesn’t grasp the opportunity is that they don’t see it. More often however, they see it but walk away. In my years doing this job I believe there are predominantly four reasons why someone walks away. All are understandable. Rarely are they conscious. It helps if you can see any one of them in yourself but that isn’t easy and, equally, it’s difficult to have someone point them out to you (chances are you won’t like having it pointed out and you’ll shoot the messenger ). Once you calm down and think it through rationally, you might just agree. So what are they?

1)      Fear. Fear of change, fear of growth, fear of the unfamiliar. This is natural – we are
programmed to be frightened of certain things (think of all the phobias out there: heights,
confined spaces, snakes, spiders, horses [OK that last one is just me]). Whether it’s the first
time you have to speak publicly, the day you get married, go to university, you leave home
and a whole plethora of other things, it is natural. What isn’t natural is allowing it to control
you otherwise you’d never do or achieve anything (though that’s sometimes easier said than
done).

2)      Self Confidence. Or rather the lack thereof. This is a huge topic and one I am not
qualified to comment on in any sort of professional capacity but have seen first-hand how
crippling it can be. Interestingly though, I am stunned by how many hugely successful
people suffer with this yet still find a way through or past it. It never leaves them but they
are able to override it. In fact, I think for some people it is the reason for their success;
always striving to prove to themselves they are worthy, they are good enough and they
push and push themselves to fantastic heights. Over the years, many CFO’s, MD’s,
CEO’s and partners in major accounting firms and private equity houses have all
confided in me that they have a problem with self-confidence. You really wouldn’t
have known if they hadn’t told you. Though it can lead to success, sadly, it rarely
leads to happiness. Listen to those around you and what they say about you - it’s often a
more positive view of you than the view you hold of yourself. Take heart from this, theirs is
usually the more accurate one and isn’t coloured by your lack of self-confidence.

3)      Ego. This gets in the way for so many people. They would rather do a job they don’t
enjoy, in an environment they don’t like, for a boss they can’t stand - even to the extent it
has negative effects on them and on their relationship with their families and their friends
- because they are an ‘ABC Director’ for one of the world’s most prestigious Plc’s/investment
banks/private equity houses/management consultancies/firms of accountants – delete as
appropriate. After all, what would they say to their friends if they moved to do something
less prestigious, or, heaven forbid, on a lower salary, even if it was more enjoyable?
It doesn’t fit with their self-image. There’s a sticker that you often see on the back of cars
(Land Rovers normally) that if I recall correctly reads ‘One life. Live it’. Good advice. Do what
makes you happy. There really isn’t much else that counts, especially not ego.

4)      Intransigence. Perhaps inflexible is a better word. If you’re ambitious you need goals
and if you have goals you need a plan. A career plan is a very good thing. I’ve seen people
achieve great things without a plan - but very rarely - and it always involves either unbelievable
luck or a level of brilliance that is simply in a different league to everyone else – both unlikely.
So Plan = Good. That well known 19th century Prussian Commander, Helmuth von Moltke
was credited with saying ‘No battle plan survives first contact with the enemy’. So Plan = Good.
The flexibility to change plan as need or opportunity arises = better.

Let’s say you had the goal to be a millionaire by the time you were 40 (ignore whether this is a
noble goal or not) and you had a plan about how you’d achieve it - how much you would save,
where it would be invested and so on. It’s a 20 year plan. After 10 years someone came along
and offered to give you the winning lottery ticket. Who wouldn’t take it and save themselves a
further 10 years of effort without guarantee of success? I’ll exaggerate now to prove a point
but the exaggeration is nowhere near as great as you might think.

Let’s imagine now that you wanted to be a CFO by the time you were 40 and you were offered the chance to be interviewed (we’ll assume good company, relevant opportunity etc) for a CFO role when you were 36 years old. Some people would jump at it. But a lot – and more than you would think - won’t because they have a plan and this wasn’t part of the plan. They walk away from the opportunity because “I have a good chance of making CFO where I am in under four years’ time, IF my boss retires a bit early when he’s 55 as he thinks he might, and IF Andy gets that move overseas that he’s looking for, that means Sarah will probably get promoted IF she passes the internal panel interviews and no-one externally who’s better comes along, and as long as that happens and IF the economy stays strong then I should get my chance at promotion to CFO IF I too pass the internal panel interviews, which should be in the next three or four years, all being well”. That probably made you laugh. A version of that happens all the time.

Life is a race. Some win, some don’t. ‘That’s life’ as the saying goes. A career is a race. Some win, some don’t, some don’t even bother entering. It’s a surprisingly short race. For most people after 40 years it’s over - and of that 40 most of the climb is completed in the first 20. And of that 20 a surprisingly large amount of ground has to be covered in the first 10. So if you’re in a race, try and ride the best horse. We can’t all ride the favourite, sometimes because we’re not good enough to ride it (a fact, not a criticism) and sometimes because we don’t like the favourite. But if you can’t or don’t want to be aboard the favourite make sure you’re sat on one of the front-runners. You might like the 100-1 horse but 99 times out of 100 you will lose. The favourite doesn’t always win, but there’s a lot more at stake than a £10 bet; there’s your career and a large part of your life - at least bet with a good chance of winning.

A final thought. There are no guarantees. Odds on favourites lose. Things out of your control can get in the way. Play the odds and opportunities as they arise. A lifelong friend of mine from my school days (now an FD) at the age of 48 achieved what he had always wanted; he did a MBO – 3 months before the pandemic struck. His business is in a sector that will struggle. Hindsight now shows us he may have been better not doing that MBO. But that was his Life Changing Career Move moment and he knew it and jumped at it. My heart goes out to him. It wasn’t his fault. That’s (rather crappy) life. Thankfully he’s immensely talented and level headed; his plans have changed, his company’s plans have changed and he and his business will probably find a way through. I hope so. Back to that car bumper sticker. One life. Live it.

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