ASK THE EXPERT – NATIONAL PAYROLL WEEK

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 recent trends and changes have affected the payroll industry and how is this effecting what hiring managers are looking for when it comes to recruitment?

Sharp Consultancy has been at the forefront of transactional financial recruitment across the North for more than 25 years. Our highly experienced specialist team has an extensive network of talented candidates for roles across the full spectrum of levels within accounts payable, credit control, payroll and purchase ledger.

With established and trusted relationships with leading businesses and organisations throughout Yorkshire and the North of England, we offer expert knowledge and unrivalled understanding of the marketplace to enable you to access to the very best employment opportunities in the region and make the ideal next career move.

During National Payroll Week (Mon 6 – Fri 10 Sep), our team of specialist consultants will be sharing their in-depth knowledge and expertise and offering the best possible recruitment advice to employers and candidates working in the sector.

Today, Andrew Walker, Commercial Director looks at recent trends and changes and what hiring managers are looking for when recruiting payroll professionals.

Over the last ten years or so there has traditionally been a focus on recruiting candidates with particular experience, usually in relation to changes in legislation such as RTI, auto enrolment or most recently the Government furlough scheme. We are also now seeing much greater importance being placed upon qualifications, in particular the Chartered Institute of Payroll Professionals (CIPP).

Having fully trained payroll professionals is vital for organisations to ensure they remain compliant with the increasing number of regulations and legislation which impacts on the day to day running of a payroll department.

CIPP is the only Chartered Institute for payroll and pension professionals in the UK, and the training that they provide develops and formalises payroll knowledge and skills and demonstrates to employers that candidates with such qualifications work to the highest standards in the industry. In addition, CIPP members have access to the latest news and potential upcoming changes to ensure they are on the front foot to proactively respond to any updates and recommendations.

Traditionally, payroll was viewed as a more administrative role with far less emphasis placed upon qualifications when compared with today’s demands. However, due to the increasing amount of regulations and legislation, the way that payroll is now viewed has changed significantly and it is seen much more as a value-added role.

Due to a shortage of qualified candidates, companies should now be investing in training and qualifications such as the CIPP for their payroll staff, in a similar way to they do for accounts staff with AAT, ACCA or CIMA. And as a result – alongside the increased demand for payroll professionals due to changes in regulations and legislation – employers also want, need and can expect more from individuals in areas such as management information and reporting.

Those pursuing a career in payroll who hold such qualifications are seen as a very attractive prospect to employers and similarly, those companies which view qualified payroll professionals in the same way as accountants have been seen and offer formal training and professional qualifications, such as offering CIPP courses, will stand-out to candidates looking to make their next move. Those who do not offer adequate investment in training and development will find it harder to compete for the best talent and may also find that they are on the back foot when it comes to retention as demand for payroll staff continues to rise.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent transactional finance professionals across the full spectrum of roles including accounts payable, credit control, payroll and purchase ledgers. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today to find out more.