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 are payroll professionals looking for from employers when considering their next move?

Sharp Consultancy offers candidates and clients a team of highly experienced specialist consultants who are immersed in the region’s transactional finance market and can offer expert knowledge and unrivalled understanding of the marketplace.

All this week, we have been highlighting some of the key trends and issues affecting the market which has seen our team of specialist consultants share their in-depth knowledge and expertise to offer the best possible recruitment advice to employers and candidates working in the sector.

To round off National Payroll Week (Mon 6 – Fri 10 Sep), Liam Connolly, Consultant offers advice to those considering their next career move.

Payroll professionals have very successfully adapted to remote working over the last 18 months. Most candidates are now looking to continue in this vein and in many cases are seeking out a hybrid of remote working and office based working practices which allow for greater flexibility whilst retaining regular in-person contact with their colleagues. Additionally, as the CIPP has become more recognised candidates are much more forthcoming about requesting study support to pursue further qualifications, and in line with this, opportunities for progression are also of high importance to candidates.

Currently, the market is very candidate light; for many, the motivation that they had to move say, 18 months ago, simply isn’t there. With many businesses overhauling their approach to flexible and home working due to the pandemic, a vast number of ‘reasons to move’ have somewhat vanished almost overnight. The removal of lengthy commutes, achieving a better work life balance, reducing face-to-face contact with difficult team members, have all contributed significantly to a higher reluctance to look for new roles. And as a more ‘balanced’ approach to office and home-based work becomes more of the norm, businesses will need to work much harder to develop and promote their own individual USPs around culture, progression opportunities, training pathways and increasing responsibilities to attract top talent to their organisation. Candidates must be savvy when it comes to weighing up these nuances and not be swayed simply by the promise of a higher salary or better benefits.

In the first instance, candidates should have a clear reason for wanting to make a move from their current role, whether this is to achieve a better salary, gain a higher level of responsibility or desire to explore similar roles within a different industry sector. It is vital that candidates can align what their potential new employer is looking for with specifics about their current role and are able to speak in detail about key aspects of their skills and experience such as volume of payroll, weekly or monthly frequency, timesheet staff etc; they also must look at each company’s own objectives and understand how they will be able to help them achieve their career ambitions.

Those candidates who can offer knowledge and experience that may be valuable to a new employer - for example awareness of international payroll, understanding of pension deductions and furlough scheme contributions - will find that they are able to stand out from the crowd and secure the pick of available opportunities. And as the requirements of payroll professionals evolve and the role is viewed less as an administrative position and with more emphasis upon value-added management information, it is vital to ensure the right personality and culture fit along with a skill set fit that is right for both parties.

Integrating new employees has been a challenge for many businesses in recent times; ensuring that new employees receive the right amount of attention, training and integration from the outset whilst working remotely has presented opportunities to explore new methods for team meetings, developing strong support networks and utilising one-to-one training via virtual platforms. Candidates are keener than ever to understand the onboarding process and employers that blend flexible working patterns, attractive training and progression opportunities and a positive work environment will find themselves in the strongest position to secure the best talent.

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.