Independent insight in the boardroom
I support organisations at board level as an Independent Chair, Non-Executive Director or Board Advisor.
My role is to bring clear thinking, independent judgement and constructive challenge into the boardroom. I work with boards and leadership teams to strengthen governance, improve board effectiveness and support the decisions that shape the future of the business.
Gain an experienced outside perspective
Challenge thinking and hold stakeholders accountable
Plot YouStay focused on what matters mostr next move
Gain a fresh perspective on business strategy
How I support boards and CEOs
I work with organisations at board level, typically serving as an Independent Chair, Non-Executive Director or Board Advisor depending on what the business needs. My role is not operational delivery or project management. I sit alongside the board and CEO to bring independent perspective, experienced judgement and constructive challenge where it matters most.
Board leadership
and governance
Chairing board meetings, improving board effectiveness and holding leadership teams and board members to account.
Strategic
decision-making
Providing experienced perspective on the decisions that shape the direction of the business.
Leadership and
C-suite performance
Helping CEOs think clearly about leadership team dynamics, capability and accountability.
Major business
decisions
Supporting boards and CEOs through high-stakes moments such as investment discussions, potential exits, acquisitions or strategic pivots.
Board structure
and governance
Advising organisations as they establish or strengthen their board, including governance structure and board composition.
Trusted advisory, tailored to your company’s needs
Every engagement is different. Some businesses require formal board involvement, while others seek independent counsel alongside an existing board structure. The common thread is clarity, accountability and better decision-making at the top of the organisation.
Why me? Experience where it matters most
I’ve spent my career building businesses, reporting to boards and feeling the pressure that comes with leadership at the top of an organisation.
I understand the reality of making decisions when the stakes are high and the consequences affect employees, investors and the long-term future of the business.
In recent years I’ve served as Chairman for several boards and advised others as they established and developed their governance structures. I’ve also worked with organisations on building effective boards and leadership accountability as they grow.
The industries have varied from acoustic speaker companies to events businesses, and more recently advising organisations in housing and communications.
What matters most isn’t the sector. It’s the quality of thinking in the boardroom.
My role is to bring independent perspective, commercial judgement and experienced challenge so boards can make clearer decisions and operate more effectively.
Charting the right course together
1. Let’s speak
Book a call for a ten-minute, informal conversation about your business, your board, and the challenges you’re facing.
2. Understanding your situation
We’ll discuss your governance structure, leadership dynamics, and where an experienced boardroom advisor may provide the most value.
3. The right approach
There’s no fixed structure. Some businesses meet monthly, others quarterly. The level of involvement, preparation, and cost depends on the role required and the business’s needs.
Leaders, CEOs and boards I’ve worked with
“You always think you know everything, especially being the business owner and that’s quite a dangerous attribute. Having somebody look at the business and give you that outside point of view gives you a lot of value”
A.S. | Director | Void Acoustics
“After the initial work with James, our relationship very much shifted to one of mentoring where he acted more like a non-executive director.”
C.H. | Hadland Care Group
Common questions about working with a CEO trusted advisor
I sit at the top with you. I provide independent counsel on strategy, leadership, board dynamics, governance, and high-stakes decisions. I challenge assumptions. I test thinking. I bring perspective earned from building and leading businesses, not theory.
Coaching asks questions. Advisory brings judgement. This is not a facilitation service. It’s experience-led counsel. I will challenge you directly. I will give you a view. You decide, but you won’t decide in isolation. It’s not execution and it’s not operational. It’s advisory, perspective, and fiercely independent.
Yes, where appropriate. I can serve as Independent Chair, Non-Executive Director, or Board Advisor. The structure depends on your governance needs, ownership model, and growth stage. The priority is board effectiveness, not titles.
CEOs and founders leading established, ambitious businesses. Often:
- owner-led companies scaling beyond founder control
- PE-backed firms under performance pressure
- family businesses navigating succession
- growth-stage companies building formal governance
High-stakes decisions. That might mean C-suite performance…who should be there, who needs to step up, and who shouldn’t be there. Often the CEO or owner has no one else they can discuss that with properly. It also includes strategic direction, board alignment and performance, succession planning, founder transition, investor dynamics, leadership team effectiveness, and risk and governance oversight. The issues that keep you thinking at 5am!
I am not operational. I work at board level and CEO level. That may include formal board meetings, strategy sessions, and conversations between meetings where independent judgement is needed. You retain control while I act as an independent and confidential sounding board.
Discretion is non-negotiable. This is a high-trust environment. Conversations stay in the room. I operate with complete independence and commercial integrity. After 15 years of doing this work, my record on confidentiality is unblemished.
Bring independent perspective into the boardroom
Some decisions benefit from experienced, independent judgement. If you’re considering strengthening your board or want an outside perspective on the challenges ahead, the first step is a confidential conversation. We can discuss your board structure, the issues you’re navigating, and whether this type of support would be valuable for your organisation.
I look forward to meeting you and learning more about your company’s needs.
