Not Just a Director. A Chartered Director.
Bringing independent judgement, strategic oversight and governance to the boardroom.
As a Chartered Director, commercial disputes lawyer, mediator and experienced Board Director and Non-Executive Director, I help boards navigate complex decisions, strengthen governance, manage risk and enhance accountability.
From AI governance and cyber resilience to ethics, stakeholder confidence and crisis communications, I bring an independent perspective that helps boards identify emerging risks early, challenge constructively and make better decisions before issues become crises.
Board Roles
Every board faces moments where decisions carry legal, commercial, ethical and reputational consequences.
Drawing on experience as a Chartered Director, business founder, international mediator and award-winning lawyer, I help organisations navigate growth, transformation, AI adoption, disputes and crisis with clarity and accountability. My perspective combines governance with commercial pragmatism, helping boards anticipate risk, balance stakeholder interests and make decisions that support sustainable long-term success.
Board appointments include:
- Non-Executive Director (NED)
- Executive Director
- Board Chair and Committee roles
- AI strategy, governance and organisational transformation
- ESG and sustainability oversight
- Enterprise risk and resilience
- Reputation and stakeholder engagement
- Crisis leadership and communication
- Business growth and strategic change
- Complex disputes and conflict resolution
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 Non-Executive Director asks the questions that shape better decisions - challenging assumptions, testing strategy, and ensuring risk, ethics and accountability remain central to every discussion. The role carries the same legal duties as any company director under the Companies Act 2006, which is why judgement is every bit as important as experience.
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 nearly 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.