Not Just a Director. A Chartered Director.
I advise boards, executives, and founders on governance, risk, and complex decision-making, particularly where legal exposure, ethics, reputation, and human consequence intersect.
My work combines over 30 years of legal experience with boardroom insight, enabling organisations to think clearly, act decisively, and avoid unnecessary escalation.
Board Advisory & Non-Executive Roles
As a Non-Executive and Executive Director, I bring independent challenge, strategic oversight, and strong governance to the boardroom without stepping into day-to-day operations.
With Chartered Director status and expertise spanning ESG, risk, AI business strategy, disputes, and business growth, I support boards in navigating moments where judgment matters most - particularly in contested or high-pressure environments.
Roles include:
- Non-Executive Director (NED) / Executive Director
- Board advisor and governance support
What does a Non-Executive Director actually do?
A Non-Executive Director provides independent oversight, challenge, and governance to a board without being part of the executive team that runs the business day to day. A good NED asks the questions the executive team cannot ask themselves: about risk, ethics, strategy, and accountability. The role carries the same legal duties as any company director under the Companies Act 2006, which is why judgment, as much as experience, is the qualification that matters.
Why appoint a NED with a legal background?
Because most board-level crises are legal before they are public. Disputes between directors and shareholders, regulatory scrutiny, defamation and reputational fallout, contract failure: a NED who has spent over 30 years inside those situations sees them forming earlier and helps the board act before positions harden. Chartered Director status (CDir, Institute of Directors) adds formal governance training to that legal instinct.
When should a board bring one in?
Before the moment you need one. The most valuable time to strengthen governance is ahead of a funding round, an acquisition, rapid growth, AI adoption, or a period of heightened risk - not after something has gone wrong. If your board is already navigating conflict or scrutiny, an experienced independent voice can still change the trajectory.