Strategic Development and Direction

By understanding the purpose of the company i.e. what it is (was) established to achieve we can quickly move into understanding what needs to be achieved and the actions required (mission and strategies). We can then look at what this means and the companies values towards its staff, customers and other stakeholders (vision and values).
This quickly moves into using a number of different strategy tools to set a strategy for development, while considering the company itself, its market place and then the broader environment that may hold opportunities and threats outside its control.
Then set meaningful and measurable targets and indicators to measure the result against the plan. These results are then used as a basis for improvement and so the strategy plan becomes a continual strategy.


Board Director Duties

The Board members need to have foresight and vision, set structure and strategies, oversee the executive and management and act and show responsibility to the shareholders and relevant stakeholders.
Any Board will need to consider how to monitor what it has delegated. Be honest with it’s assessments of the companies current position and above all focus on long term strategies and planning.
As a non executive director my key role should be to bring an outside view based on my own experiences, apply good governance, keep the Board focused on Board related issues and direction, assist the chairman where necessary and also help or curb the executive management.
I would also promote the success of the company to all other stakeholders.

Corporate governance and responsibility is at the top of the non executive directors’ tasks.
Having full accountability, transparency and honesty is a fundamental job of the Board and the Non Executive members with the executive members must maintain these.

Entrepreneurial Support  

You might just want a like minded person to help with looking at ideas and how good they are. Someone to provide support with agreeing or disagreeing with decisions based on risk and reward.
I am never short of enthusiasm for great ideas but care needs to be taken with evaluation of risks. Often this is much better from an outside person.

People

In most businesses people are the most valuable resource. Many companies spend more in a year on people than any other area of the business and even if this is not the case it will be a significant part of a company’s expenditure. Failure to communicate, work collectively and invest in your people will lead to an under performance of both the company and the people within it.
Having worked with staff and implemented and maintained Investors In People accreditation for many years, as well as in previous positions, I can offer a wealth of experience in supporting initiatives within this field.

Innovation

Having innovated several products and ideas from concept to reality I feel very confident in my ability to assist companies explore avenues that add benefit to clients or even create new markets.
Not all the innovations have to be significant either. One product development we introduced at ASG Services only added approx £50k of turnover from the idea itself but added other benefits including client retention and brand awareness that are less easy to measure, but are still a highly important part of a company’s development and value.