Non-Executive Director
A founder's voice in your boardroom, from building, scaling and exiting businesses.
Who it is for
A non-executive director brings independent judgement and experience to a board. I work with founders and boards who want someone in the room who understands marketing and growth from the inside, and who has built, scaled and exited businesses of his own.
That is often a growing company putting a proper board in place for the first time, a business preparing to raise investment or sell, or an established company whose board is strong on finance and operations but light on brand, customers and growth.
It also suits agencies. Having founded and run agencies myself, I sit on and advise agency boards that want to win better clients, build a business worth owning and plan for growth, investment or exit.
Alongside formal board roles, I act as an advisor to founders who want a senior sounding board without the full governance of a board seat.
What I do
Board-level marketing and growth strategy
I help the board set a clear direction for growth and make sure the marketing plan genuinely supports the commercial strategy rather than running alongside it. That includes where growth will come from, what it will cost and how the board will know whether it is working.
Challenging and stress-testing the plan
A good non-executive asks the questions others do not. I test assumptions, push for evidence and make sure the plan holds up under pressure, so the business commits to the right things with its eyes open.
Brand and commercial oversight
Brand is one of the most valuable assets a business owns and one of the least discussed at board level. I keep it on the agenda, alongside the commercial measures that show whether it is being built or worn away.
Investor readiness and pitch decks
I help founders shape the story investors need to hear: the market, the proposition, the growth plan and the numbers behind it, then turn it into decks and materials that stand up to scrutiny.
Fundraising support
Through a raise, I help prepare the business, rehearse the pitch, anticipate the hard questions and keep the leadership team focused on running the company while the process runs.
Exit planning and value creation
Having exited businesses myself, I help boards think early about what makes a company valuable to a buyer, and build that value deliberately: recurring revenue, a strong brand, clean data and a team that does not depend on the founder.
Agency growth and advisory
For agency boards, I bring experience of founding, growing and selling agencies: positioning, new business, pricing, team structure and the operational discipline that makes an agency worth owning.
Hiring senior marketing leaders
I help boards define, recruit and assess senior marketing hires, from heads of marketing to full-time CMOs, so the business hires for what it needs next rather than what it needed last year.
Marketing governance and reporting
I help boards get the right information about marketing: a small set of meaningful measures, reported consistently, that show where money is going and what it is returning.
Mentoring founders
Running a growing business can be lonely. I act as a sounding board for founders, someone who has made the same decisions and some of the same mistakes, and who can help think things through honestly.
Leadership team coaching
I work with leadership teams on how they plan, decide and work together, especially through periods of fast growth, change or investment.
Advisory board roles
Not every business needs a formal board seat. As an advisor, I offer the same experience and challenge through regular sessions with founders and leadership teams, with less formality and more flexibility.
How it works
First conversations
We talk about the business, the board and what you need from a non-executive. I am open about where I can add the most value, and where someone else might be a better fit.
Getting under the skin
Before joining, I spend time with the founders, the leadership team and the numbers, so I arrive informed and ready to contribute from the first meeting.
In the boardroom
I attend board meetings, contribute to strategy and the big decisions, and join committees where it helps, with a particular focus on growth, brand and customers.
Between meetings
Much of the value comes between board meetings: a call before a difficult decision, a review of a plan or a deck, an introduction, or a conversation with the marketing lead.
When it makes sense
You are building a proper board
Moving from a founders' table to a real board is a big step. An experienced non-executive helps set the rhythm, the reporting and the standard of challenge the business will need as it grows.
You are preparing to raise
Investors look closely at the board. A non-executive with operating and exit experience adds credibility and helps you prepare for the questions that really matter.
Growth depends on marketing
When the plan relies on brand, customers and marketing, the board needs someone who understands them as well as it understands the numbers.
You are thinking about exit
The years before a sale shape its value. A non-executive who has exited businesses helps build that value deliberately, rather than scrambling for it at the last minute.
The founder needs a sounding board
Big decisions are easier with someone who has made them before and has no agenda other than the success of the business.
Your agency is ready to grow up
For agencies moving from founder-led to a business with real value, a non-executive who has done it brings structure, perspective and accountability.
What I bring to a board
Independence and honesty first. A non-executive is only useful if they are willing to say the uncomfortable thing, and to say it in a way that helps the business move forward rather than slowing it down.
Then, depth in an area many boards lack. Most boards are strong on finance, legal and operations, and much weaker on brand, customers and marketing. I bring those perspectives into the room, connected to the commercial picture rather than separate from it.
And finally, a founder's perspective. I know what it feels like to sit on the other side of the table, to balance growth with cash and ambition with risk, and to make the call when the information is incomplete.
Every role starts with making sure the fit is right, for the business and for me, and with time spent getting to know the founders, the team and the numbers before the first board meeting.
Ways to work together
Non-executive director
A formal board seat with full participation in board meetings, strategy and governance, alongside support between meetings on growth, brand and marketing.
Advisory board member
Regular sessions with founders and the leadership team, offering the same experience and challenge without the formal duties of a director.
Founder mentor
One-to-one time with a founder or chief executive, focused on the decisions in front of them, the growth plan and the pressures of leading a growing business.
Sectors I know well
eCommerce →
For eCommerce and direct-to-consumer boards, I bring a deep understanding of acquisition, retention, brand and the unit economics that investors and buyers scrutinise most closely.
eLearning →
For eLearning and education businesses, I bring the experience of building online training businesses and of the growth models that make them work at scale.
B2B →
For B2B boards, I connect brand, marketing and sales into a growth story the whole board can follow, and help hold the executive team to it.
Agencies →
For agency boards, I bring the experience of founding, growing and exiting agencies, and a clear view of what buyers look for when they value one.
Why work with me
I have founded and exited two agencies and co-founded start-ups across training platforms, ad networks and dining apps. The questions in front of your board are ones I have faced myself, with my own money and reputation on the line.
My background is in marketing and advertising, so I bring a deep understanding of brand, customers and growth, from strategy and creative through to performance, data and operations. I have worked with brands such as bp, Stoli and Distill Ventures, and today run Vertical Brands, working with clients like FACEGYM, Canagan and Decant Group.
I also bring a different angle. Boards can fall into familiar patterns, and part of my job is to look at the business the way a customer, a competitor or a buyer would, and to ask the questions that change the direction of the conversation.
How I think about boards
The best boards I have seen are not the most formal ones. They are the ones where founders feel able to bring their real problems into the room, where challenge is welcome rather than feared, and where everyone leaves with a clearer view of what to do next.
Too many boards spend most of their time looking backwards at last month's numbers. I try to spend more of it looking forwards, at customers, competitors, the brand and the decisions that will shape the next year, while still holding the business to account for what has already happened.
Marketing and brand deserve a proper place on the agenda. In many businesses they are where the largest discretionary spend sits and where the biggest long-term value is created, yet they are often squeezed into a few minutes at the end of the meeting. Bringing them into the heart of the conversation is one of the most useful things I do.
I also remember what it is like to be the founder in the room. Boards can help or hinder, and the difference is usually in how challenge is given. My aim is to be the director founders call before a big decision, not the one they brace themselves for.
Whether as a non-executive director, an advisor or a mentor, the goal is the same: better decisions, made with more confidence, by a business that is building real value.
Non-executive director questions, answered
What does a non-executive director do?
A non-executive director sits on a company's board without being part of the day-to-day management team. The role is to bring independent judgement, challenge and support to the board's decisions, help set strategy, oversee performance and hold the executive team to account. A good non-executive also brings experience the business does not have internally, which in my case is marketing, brand and growth, together with the experience of building and exiting businesses.
Why would a growing business appoint a non-executive director?
Usually because the decisions are getting bigger. As businesses grow, raise investment or plan for exit, they benefit from experienced, independent voices that help them think clearly and avoid expensive mistakes. A non-executive can also give investors confidence that the board is balanced and well run.
How much time does a non-executive role take?
It depends on the business and the role, but it typically includes regular board meetings, preparation beforehand and time between meetings for calls, reviews and support on specific decisions. We agree the expected commitment at the start, along with any extra time around fundraising, acquisitions or other major events.
How is a NED different from an advisor?
A non-executive director is a formal member of the board, with legal duties and a vote on the board's decisions. An advisor offers experience and guidance without a board seat, usually with more flexibility and less formality. I do both, and we can decide together which suits your business best.
What kinds of businesses do you join as a NED?
Mainly founder-led and growing businesses where marketing, brand and customers are central to the growth story: eCommerce and direct-to-consumer brands, eLearning and education businesses, B2B companies and agencies. I am particularly useful to boards preparing for investment, rapid growth or exit.
Can you help us prepare for investment?
Yes. I help founders sharpen the growth story, build credible plans, prepare pitch decks and investor materials, and get ready for the questions investors will ask about customers, marketing and growth. Through the raise itself, I help keep the leadership team focused and the process on track.
Can you help us plan for an exit?
Yes. Having exited businesses myself, I help boards think about exit well before it happens: what buyers value, how to build it deliberately, and how to prepare the business, the numbers and the team so the company is in its strongest position when the time comes.
Do you sit on agency boards?
Yes. I have founded, grown and exited agencies, and I work with agency founders and boards on positioning, new business, pricing, operations, team structure and planning for growth, investment or sale.
How are non-executive roles paid?
Non-executive roles are usually paid as a fixed annual fee, and in earlier-stage businesses they can include equity alongside or instead of part of the fee. I agree terms case by case once I understand the business, the role and the time involved.
How do we start the conversation?
Get in touch through the contact form with a little about the business and the role. We will arrange an initial conversation, and if it feels like a good fit on both sides, I will spend time with the business and the board before anything is formalised.
What makes a good non-executive director?
Independence, experience and the willingness to say the uncomfortable thing constructively. The best non-executives bring expertise the board lacks, prepare properly, ask good questions and support the executive team rather than trying to run the business from the boardroom.
Do you take equity?
Sometimes. In earlier-stage businesses, part of the fee can be taken as equity, which aligns my interests with the founders'. In more established companies, a fixed fee is more common. We agree whatever suits the business best.
Will you get involved in day-to-day marketing?
Not as a non-executive. The role is to support and challenge the executive team, not to manage the work. If the business needs hands-on marketing leadership, a fractional CMO engagement may be a better fit, and some clients have both at different stages.
Can a NED help with our marketing team?
Yes, in the right way. I can mentor your marketing lead, help the board assess the team and support senior hiring, while leaving day-to-day management where it belongs, with the executive team.
How long do non-executive appointments last?
Usually for an initial term, often a year or more, with a review at the end. Many appointments continue for several years, especially through a period of growth, investment or preparation for exit.
What experience do you bring to a board?
Over a decade in marketing and advertising, the experience of founding and exiting two agencies and co-founding start-ups across training platforms, ad networks and dining apps, and today running Vertical Brands. That combination brings both a founder's perspective and deep expertise in brand, customers and growth.
Can you chair a board?
In the right business, yes, particularly founder-led companies and agencies where marketing and growth are central to the story. More often, I join as a non-executive director alongside an experienced chair, bringing the growth and marketing perspective the board needs.
How do you work with the chief executive?
As a supportive challenger. I build a strong relationship with the chief executive and founders, so difficult conversations happen early and constructively, outside the boardroom as well as in it. The aim is always a better decision, never a point scored.
Do you join boards outside the UK?
Yes. I am based in London but travel a lot, and I work with businesses and boards in other countries. Board meetings can be in person or remote, depending on what suits the business.
Can you help us report marketing to the board?
Yes. One of the most useful early contributions is helping the board agree a small set of meaningful marketing and growth measures, and a simple way of reporting them, so every meeting starts from the same clear picture.
What do you look for before joining a board?
Founders I respect and want to help, a business with real potential, and a role where my experience in marketing, brand and growth will genuinely make a difference. I will be honest early if I do not think I am the right fit.
Can you help shape the rest of the board?
Yes, within reason. Having sat on and around boards, I can help founders think about the overall shape of the board they need, the skills and perspectives that are missing and how to find them, even where the role is outside marketing.
Is it a conflict that you also run an agency?
It is something to be open about, and I always am. As a non-executive I represent the interests of your business, not my agency. If Vertical Brands could ever help, that conversation happens separately and transparently, and there is never any expectation that it will.
