Paid roles, in any sector I believe in, where purpose and impact are core to why the business exists.
Start a conversationIn a market and regulatory environment that has shifted hard over the last decade, and will shift again over the next, the real board risk is staying in the comfort zone a year too long. It rarely shows up as one bad decision, more often as drift across market positioning, brand, the KPIs the board holds management to, and the strategy itself.
The job of the seat is to keep the organisation ahead of that, deliberately and at low risk. That means testing whether the current products and markets still hold, and pushing on where the business can and should expand next. It means challenging the position early enough that the board sets the agenda instead of firefighting a change it did not see coming, because getting ahead costs less than catching up.
I co-founded Edge Impact with two colleagues in 2008, and we grew it to around 100 people across four countries. I sat on its board throughout and handed over the CEO role in early 2024, the year it was sold to RSK Group. I still do technical review work, so I can question the strategy and the evidence under it in the same meeting.
One where purpose and impact are core to why the business exists, and the ambition is to grow and to be real about it. Growth-stage, mid-cap, and earlier-stage ventures, in any sector I believe in.
Flexible. Director fees, an advisory retainer, or equity for earlier-stage companies, paid by the company on its own terms. Any commercial interest is disclosed up front.
I spent sixteen years building and governing a company, and I still do technical review work, so I can question the strategy and the numbers in the same meeting. I also bring a network built over twenty years in the sector.
If a director with this background would be useful on your board, I would enjoy a conversation.
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