In Touch with Business Issue 3 by intouchwithbusiness

ISSUE 03 SEPTEMBER 2019

A THORNE ON THE SIDE OF EQUALITY Why diversity must come from the top Sharon Thorne Chair of the Deloitte Global Board of Directors

A Matter of Life & Death Keith Webb on conquering the Dragons’ Den

Engineering Change BAE’s Andrea Thompson encourages equality

Taking Responsibility intouchnetworks.com

How CSR could propel organisations to future success

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The Need for NEDs Hundreds of new board roles created by FCA legislation

If the success of many could be traced back to one person...

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Vistage Chair David Baines has served as a mentor to many of Yorkshire’s top business leaders for more than 15 years. Having retired after 35 years with major food manufacturing groups, David has helped members of his peer advisory group grow their businesses and grow as leaders. It is our pleasure to announce David as the winner of the Phil Meddings Award for Chair Excellence 2019.

It ‘s a life-long pursuit. It takes rigour. And that’s why it’s reserved for a select few. Vistage is for business leaders seeking constant improvement and success through collaboration with like-minded business leaders. Members come together in peer advisory groups to share valuable insights, diverse perspectives and expertise. If you’re an accomplished business leader looking at a career as a NED, then we should talk. 01489 770 200 | vistage.co.uk/chair

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SEPTEMBER 2019 4 In Touch Acquires Leading Coaching Firm RTC 6 In Touch Expands US and UK Operations 8 Cracking the Glass Ceiling 11 Driving the Diversity Agenda 12 Non-Executives Needed to Answer Fund Managers’ Call 14 Bridging ‘The Confidence Gap’ is a State of Mind 16 New Age Boards

In Touch with our CEO As a fast-growing tech business we’re constantly evolving and since the last issue, we’ve made some exciting moves. We officially acquired acclaimed leadership and coaching firm RTC, helmed by the internationally recognised coach Ros Taylor, who will support our ambitions to become a global leader in coaching and development; made plans to move to a new, larger premises in Chicago and opened our first office on City Road in central London. I truly believe that our phenomenal growth is down to our people. The In Touch board and management team is passionate about what the business stands for. 58% of our board is comprised of women and this isn’t simply to tick the diversity box. They’ve earned their place thanks to their commitment and passion to drive change. That’s why I’m delighted to release this issue, which highlights powerful women who are making waves globally. Diverse boards enable businesses to remain current and reflective of their customers, so I’d urge any business without varied representation at board-level to think again. I hope you enjoy the issue.

Matthew Roberts CEO In Touch

18 A Thorne on the Side of Equality

22 A Feast for the Eyes 24 The Road to Europe

28 The Marvels of Marrakesh

32 Sitting Uneasily in the Chair 34 Age Proves a Barrier for Young US Directors

36 Engineering Change 38 Creating a Sense of Wellbeing 41 Looking to a Brighter Future 42 A Picture Perfect Approach

44 Matter of Life or Death

46 Setting the Tone from the Top 48 Taking a Global Approach

50 Where Does Responsibility Lie? 52 Growing in Influence 54 Striving to Make a Difference 56 Leading from the Front 60 Counting the Cost of Inequality

In Touch With Business is published by In Touch Networks Limited (company number 05715110) and printed by PWPFS Print & Design, Hoddesdon. Designed and produced by In Touch Networks who are an organisation for Non-Executive Directors based at 3 Hardman Square, Spinningfields, M3 3EB. Edited by Thirty 30 Media Limited, Pleer House, 1 Fennel Street, Manchester, M4 3DU. Reproduction of any material, in whole or in part, is strictly forbidden without the prior consent of the publisher. In Touch With Business and its contributors are committed to upholding the highest ethical standards through their journalism. If you have any corrections or complaints, please contact magazine@intouchnetworks.com.

IN TOUCH ACQUIRES EXECUTIVE LEADERSHIP AND COACHING FIRM RTC There are exciting times ahead for In Touch as it grows its influence in the executive coaching sector with the recent purchase of RTC Leadership & Coaching, internationally recognised specialists in transformational leadership and development. The acquisition provides In Touch with its first presence in Scotland and another base in London, marking an exciting next stage in the technology firm’s expansion. RTC’s 51-strong team of employees and coaches will support In Touch’s drive to enhance their existing coaching proposition. Part of the drive behind the buyout is to welcome onboard additional high calibre coaches, pooling together some of the best coaching professionals in the country. RTC coaches all undergo an 18-month intensive training course to become internationally recognised and accredited as coaching professionals.

group. “We want our growing network of professionals to be confident that all our executive facilitators and coaches are regulated and accredited, unlike many other providers. It’s commonplace in the US for all coaches to be qualified and we want to replicate this in the UK and beyond. “We’ve set out to revolutionise the executive education and recruitment marketplace through our leading technology platform, in the UK and across the world. It’s a journey that we know RTC will be able to support.”

Going for Growth

Transformative Leadership and Coaching

Matthew Roberts, CEO at In Touch, said of the acquisition: “We’ve got some incredibly bold ambitions for growth, and part of this is to grow an acclaimed, globally recognised executive education, coaching and mentoring offer. The purchase of RTC is the start of an exciting journey for all of us at In Touch and we’re delighted to welcome the team to the

RTC, founded by Ros Taylor, CEO, author, broadcaster and FTSE 500 corporate coach, specialises in high level, transformative leadership training across all sectors, globally. From ground-breaking corporate team coaching to radical programmes designed to encourage women into board-level positions, RTC delivers empowering and

measurably effective training and coaching, proven to increase productivity and profitability. Ros Taylor is a chartered Clinical Psychologist and business professor at Strathclyde University who started RTC in the mid1980’s. Since then, Taylor has grown the company and her reputation to be a worldrecognised leader in the field of executive coaching and personal development. With an approach centred on evidence based psychological

We’re delighted to become part of the In Touch Group and see this as an amazing opportunity. Ros Taylor CEO of RTC

techniques, as well as Ros’ many years of experience in both the corporate and coaching world, she has perfected her methodology. All of RTC’s facilitators and coaches have been personally trained by Taylor, and the organisation’s intensive courses are internationally recognised and accredited.

Cultural Synergy Of the acquisition, Taylor said: “We’re delighted to become part of the In Touch Group and see this as an amazing opportunity to expand dramatically our first-class provision to other areas of the UK and abroad. Cultural synergy was important for us, so we’re delighted that In Touch’s focus and dedication to providing high-quality executive education to business professionals aligns so well with our company values. “Our approach to coaching is based on bringing together a person’s goals with the goals of the organisation to create sustainable behaviour change, delivering tangible results. “As In Touch continue their global growth, this is an exciting time to become part of their team and we’re looking forward to the future together. We’re delighted to become part of the In Touch Group and see this as an amazing opportunity.”

Thirty Second Interview with ROS TAYLOR Born: Falkirk Raised: Glasgow Education: Jordanhill School; University of Glasgow First job? Working as a student in John Smith’s Bookshop in Glasgow Ambition at school? My mother wanted me to be a teacher so I did everything not to be. I never dreamed I would start my own company Can’t live without? Intellectual stimulation and music Kindle or book? I’ve got an iPad for novels, but for work and reference materials, I want books Favourite city? Shanghai and Paris but there are so many. I love a city Preferred mode of transport? I fly everywhere, but want to start cycling for local trips What car do you drive? A Peugeot RCZ What makes you angry? I’m not an angry person, but I have had to work at that Best thing about your job? What can be better than helping people become what they want to be?

After a record-breaking 2018, In Touch is expanding its operations even further by opening offices in central London, bolstering its Manchester team by 30 percent and growing its presence in the United States. Cementing the company’s intent to lead the executive coaching sector globally, the firm has recently secured premises on City Road, close to the creative industry hotspots of Shoreditch and Hoxton.

top-class developers and creatives who will help to drive our online platform even further.”

David Wheatcroft, Director of Executive Coaching, said: “We’ve always had ambitions to really establish ourselves firmly in the South and, with the massive growth we’ve experienced as a company in just a few short years, we felt the time was right to set up a permanent base in London.” As a forward thinking, techdriven company, In Touch chose a location guaranteed to attract the right calibre of staff. Wheatcroft explains: “We wanted premises that were in the heart of the action for the

And In Touch is also looking to strengthen their Manchester HQ team and cement their position as the UK’s leading coaching company, which Wheatcroft describes as “the beating heart of our company and the root of our success.” This latest round of hiring will see the headcount across the company rise by over 30 per cent, with additions primarily to sales, business development, customer care and marketing. Chief executive Matthew Roberts said: “We’ve come an incredibly long way since 2013

Beating Heart of our Success

when In Touch had a team of just six people. “But to be growing by another 40, on top of the existing 132 we have here in Manchester is a real sign of the success we’re having as an international business. “We’re earning ourselves a fantastic reputation not just for the way we’re disrupting the executive development and coaching market in the UK and abroad, but for the benefits, support and opportunities we offer our team and those who come to join us.” The recruitment push is being led by In Touch’s Head of Recruitment, David Mason and his team of talent acquisition specialists. David added: “Although we’ve grown quickly, we’ve

IN T UCH EXPANDS US & UK OPERATIONS never compromised on the commitment we have to our people. “Our retention rates are always high; we’ve found that if people do leave, many will return to us really quickly and we’re lucky to have a lot of people interested in what we offer at In Touch. We’re excited to be welcoming so many more new people to our team in Manchester.” In Touch’s ambitious expansion is not limited to the UK, with the company looking to distant horizons to grow its overseas business. Following its hugely successful Chicago office launch in March, plans are in place to open offices in New York and Dallas.

Massive Increase in Membership Heading up In Touch’s first US office is Naomi Kent, formerly Vice President of Customer Success at New York data analytics firm Shareablee, who sees the Windy City as the ‘starting point’ for a

trans-American organisation. In a few short months the US operation has increased its membership base by 600% and has already diversified its product portfolio to better reflect the American market. And as always, In Touch’s US employees are at the centre of this success, with the fledgling arm recruiting 10 further customer care specialists to ensure the members receive a first class service. Recent recruit Kathy Zavala explained why it is such an exciting time to be part of the Chicago team: “I’m very lucky to have joined the US team at such an early stage as there is a big opportunity to grow and learn as a professional, sharing the benefits of different products and services with our members.” Membership Manager, Erick Hernandez echoes this: “It was great to join a business with a cool start-up vibe. I was introduced to Naomi Kent

and found her so interesting as a professional, with her impressive background and wealth of business experience. Just talking with her made me really understand her incredible vision and passion for the business and its US expansion.”

Building on Success Following the astounding progress in Chicago, there are now plans to roll out In Touch’s market-leading coaching and diversify the membership model across the States. Kent summed up the buoyant feeling around the US operation: “Growth has been exponential so far and with this talented and ever-growing team, I feel In Touch US can build our presence across the States to offer our acclaimed platform, development services and coaching packages to millions of elite business professionals.”

We still have a way to go in terms of women in executive positions. Carolyn Fairbairn Director-General of the CBI

CRACKING THE GLASS CEILING Our special report on gender diversity in company boardrooms reveals that though some progress is being made, there is still a long way to go. It is a conversation that Liv Garfield doesn’t want to be having in 10 years’ time. Asked about the ‘glass ceiling’ and if it is holding firm, she says: “I still find it incredible that I’m one of just a handful of female FTSE chief executives in this day and age.” What are the chances that Garfield, who holds the top position at FTSE 100 water company Severn Trent, gets her wish and the gender diversity conversation will be over in a decade? There is some encouraging news. Figures published in July showed that for the first time, the FTSE 250 is on track to meet a 2020 target that would see 33 per cent of senior leadership positions held by women. The Hampton-Alexander Review, a diversity study backed by the UK government, also revealed that 32.1 per cent of FTSE 100 board positions are now held by women, up from 12.5 per cent in 2011. However, there is still much to do. Hephzi Pemberton, founder of Equality Group, said: “Despite the progress that is being made, too many boards still only

have one woman within senior positions and there are four FTSE 250 companies with all male boards.” Little wonder that in March this year, 69 of the FTSE 350 businesses were told bluntly to do more by the Investment Association and the HamptonAlexander Review. A letter, sent to companies who have no women or just one woman on their board, asked them to outline what action they were taking to make progress. Investment Association Chief Executive Chris Cummings said: “Investors have been consistently clear that they want to see greater diversity in the boardroom, so it is totally unacceptable that one in five of the UK’s biggest companies are falling so far short. “Companies must do more than take the tokenistic step of appointing just one woman to their board and consider that job done.” He called on them to “up their game” and explain clearly how they are planning to meet the Hampton-Alexander targets or else risk investor dissent at their AGMs.

Sir Philip Hampton, who chaired the review, said most companies had made progress in boardroom diversity. However, he added: “There are a surprising number of boards with just one woman, which looks more like tokenism than diversity.” Carolyn Fairbairn, DirectorGeneral of the Confederation of British Industry (CBI), agrees that work is needed to get those companies to move beyond having just the single woman on their board, believing it is mission accomplished. She says “huge progress” had been made in recent years, but she added: “We still have a way to go in terms of women in executive positions, the day-to-day leadership positions in our companies.” And that is a worldwide challenge, according to research carried out for In Touch With Business magazine by global business intelligence platform BoardEx. It reveals that there are just 26 female chief executives in America’s S&P 500 companies as of May this year.

The FTSE 100 has seven, Australia’s ASX 100 has six, while the French CAC 40 has just one female CEO. Germany’s DAX index companies and Canada’s TSX 60 don’t have any. Garfield says she understands the role she has to play in developing future generations of female board members. She said: “For me, it’s all about creating the right footprints for women to follow in the future and, by doing that, we won’t be having this conversation in 10 years’ time.” Looking at how to make more progress, Fairbairn added: “We know there is no silver bullet, we know it is about how you recruit; we know it is about avoiding all male shortlists. “We know it is about how we support women coming back to work and not necessarily assuming they want a less challenging job. “It is all about opportunity. It is about the fantastic contribution that diversity in all its forms can make.” Garfield, who was chief executive of BT Group business Openreach before her Severn Trent role, also talks about creating the right culture. She said: “At Severn Trent it’s important to us to get the right person for the job, regardless of who they are. “We’ve always felt that there’s no part of our business that couldn’t just as easily be run by a woman as by a man, as long as they have the right experience, attitude and ability.” However, that is not an attitude taken by all companies, according to Labour MP Rachel Reeves, who chairs the Business, Energy and Industrial Strategy (BEIS) Select Committee. Commenting on the demands of the IA and Hampton-Alexander Review for businesses to do more, she said: “It’s clear that some old-fashioned attitudes

Liv Garfield CEO of Severn Trent

For me, it’s all about creating the right footprints for women to follow in the future and, by doing that, we won’t be having this conversation in 10 years’ time. to the role of women in the workplace still linger in some of the boardrooms of our biggest companies. “The low numbers of women in executive positions can only hinder progress: gender pay gaps are highest in sectors with some of the lowest numbers of women executives. “The time for our biggest companies to remedy the lack of gender diversity is long overdue and they need to set

out what actions they are taking to make progress. “The role of investors is important here too and they need to assert themselves to ensure that diversity is reflected more visibly at board level.”

DRIVING THE DIVERSITY AGENDA In Touch with Business looks at how the times are changing in boardrooms across the world, as shareholder influence increases. issues and talent management, as well as on the topic of board diversity itself. The report also highlighted the increasing role investors were having on board diversity, including Blackrock, which sent letters in February 2018 to all Russell 1000 companies with fewer than two female directors on their board, asking them to explain their diversity efforts and long term strategy. And last year State Street Global Advisors (SSGA) voted against directors at 581 companies around the world with no female board members.

For the first time in its 110-year history, General Motors now has more women than men on its board. The retirement of two male directors left six female directors, including chair Mary Barra, and five men sitting at the table. GM joined five other Fortune 500 companies, including media giants Viacom and CBS, in having more women than men in the boardroom. Another six have a 50-50 split. California law requires most companies in the state to have at least one woman on their board by the end of the year. By the end of 2021, they will need to have three. And according to Bloomberg, New Jersey and Massachusetts are considering similar laws. Professional services group PwC’s 2018 annual corporate directors survey reported that US boardrooms were “becoming increasingly diverse”, driven in part by shareholder influence.

It also found that gender diversity was increasingly on the agenda, with 46 per cent of directors it surveyed ranking it as being “very important” – the highest figure since the question was first posed in 2012. And 91 per cent said their boards have taken some steps to increase diversity.

Women Changing the Conversation However, more than half the directors quizzed felt that board diversity efforts were driven by “political correctness”. And nearly 50 per cent thought that shareholders were “too preoccupied” with the topic.

Progress Around the World Elsewhere in the world, Australia is making a big gender equality push in its corporate world - setting a target for women to hold 30 per cent of board seats in S&P/ASX 300 companies by the end of 2021. European countries are making some progress. For the first time, all of Switzerland’s top 20 companies have at least one woman in the boardroom. Research has found that 55 of the 206 board members (27 per cent) were female, a six per cent rise in just two years.

And as women are filling more seats in boardrooms, they may be changing the conversation, according to PwC.

The BBC has also reported that for the first time, more than half of all board members appointed to oversee public bodies in Scotland are women.

It found that male and female directors had “very different perspectives in a number of areas”, including corporate culture, social

A 50 per cent target for female representation among non-executive board members by 2022 has been met early.

NON-EXECUTIVES NEEDED TO ANSWER FUND MANAGERS’ CALL The UK’s Authorised Fund Managers (AFMs) are facing what has been reported in the media as a major ‘NED-ache’ and time is running out for them to get their houses in order. September is the deadline for the introduction of a raft of measures aimed at ensuring fund managers deliver value and improve outcomes for investors and shareholders alike. And one of the key changes being introduced by the Financial Conduct Authority (FCA) is a requirement for fund managers to appoint a minimum of two independent directors to their boards. It is a move that has created the need for almost 500 independent non-executive directors (NEDs) to be placed on AFM boards as a matter of urgency. Unveiling the changes last April, Christopher Woolard, Executive Director of Strategy and

Competition at the FCA, said: “The investment choices open to people, and the decisions they make on how to invest, can have a profound impact on their financial health. “They can also have consequences for their families, as well as society as a whole. That’s why it is important the asset management industry, which looks after the savings of millions of investors, is working as well as possible.” Woolard said studies had found evidence of weak price competition and said the package of measures aimed to “achieve a fair, transparent, open and accountable market.” After the US, The UK is the largest asset management

centre in the world, managing £6.9tn ($8.4tn) of assets. And £3tn ($3.6tn) of that total is managed on behalf of UK pension funds and other institutional investors, with almost as much managed on behalf of overseas clients. The remaining £1tn ($1.2tn) is managed for individual UK investors. With such high stakes, it is little wonder the FCA is keen to tighten up the governance of AFMs in order to ensure investors have confidence in UK fund managers and that they are run in a sustainable and accountable way. AFMs must act in the best interests and as an agent of their investors, not a

disinterested product provider, and the FCA has reinforced this by pushing independent directors to the fore. On September 30th every AFM board will require that at least two of its members - and 25 per cent of its total - have to be independent directors. Independence means having no financial links with the AFM or its group for at least five years prior to being appointed. Many of the FCA changes to AFM board governance align closely with US legislation, in particular the Gartenberg principles, a set of rules derived from case law designed to identify “excessive fees”.

However, in the UK, the FCA has chosen to aim lower than the 40 per cent required in the US.

need to be filled at a relatively attractive average remuneration of £49,000 ($59,000) a year.

The application of the FCA’s ‘comply or explain’ policy is also mandatory in this instance, and this has highlighted that, worryingly, not one single UK AFM currently hits the minimum target required.

The FCA recommends that these independent directors need to have sufficient experience, skills and expertise to carry out their role on an AFM board but previous financial services experience is not necessarily a prerequisite.

It means that with just only a month left for AFM boards to acquire enough independent non-executive directors to be compliant, there are a huge number of opportunities open for non-executives to secure roles in the sector. The FCA has estimated that approximately 480 positions

And positions are available at AFMs of varying sizes, from privately listed FTSE 350 companies to small asset management firms, allowing aspiring non-executives a far greater opportunity than ever before to secure a seat at the boardroom table.

On September 30th every UK AFM board will require that at least two of its members - and 25 per cent of its total - have to be independent directors.

BRIDGING ‘THE CONFIDENCE GAP’ IS A STATE

OF MIND It has been described as ‘the confidence gap’. Those who believe that it exists say that a lack of self-confidence is holding women back when it comes to career progression.

And there is some evidence to support this. A Cornell University study found that men tend to overestimate their abilities and performance while women underestimate both. However, their actual performance did not differ in quality. Other studies have shown that women worry more about being disliked, outshining others, or grabbing too much attention. Men have their doubts too – but it doesn’t seem to have the same impact. An internal report from Hewlett Packard found that men apply for a job or promotion when they meet only 60 per cent of the qualifications, but women apply only if they meet 100 per cent of them. Pam Sherwood is a Safety Leadership Specialist with widespread experience in the construction industry. She says tackling the confidence gap in the sector is about having the right mindset – not just

on a daily basis but “in every interaction”. Sherwood has had a successful career as a sportswoman in Gaelic Football and that has also stood her in good stead when it comes to meeting the challenges of being a woman in an industry traditionally dominated by men. She says: “There is a lot of talk out there about mindset, it’s almost a buzz word these days and it is super important and paramount to our success and almost the common denominator in ‘the confidence gap’. Our mindset greatly affects our level of achievement. “I’ve played sport both competitively and professionally for many years and this, I believe, was the foundation of my ‘growth mindset’ and it carries me through my career. “I began playing Gaelic Football at the age of eight, at 11 I was selected at county level and went on to play at intermediate

and senior, playing most of my adult life. “We won a lot but I was also used to hard training in rain, frost and mud in the winter! “Being a woman in construction and in the minority, has also had its challenging moments but they have mostly ended victoriously too.” Sherwood says that having made “undeniable progress” in the industry, women are making many “boundless unfolding changes”, especially over the past decade. And she adds: “The confidence gap doesn’t just affect women in rising up and recognising their self-worth, it touches each and every one of us in our career. “What’s interesting is that there are two mindsets that we all employ, there’s fixed and there’s growth. “A fixed mindset is where people believe their qualities, their intelligence or maybe

It is essential to one’s development not to view failures as rejection but as an opportunity for growth. Pam Sherwood Safety Leadership Specialist

their talent to be their only traits and they spend their time documenting them instead of developing them.

fact, they purposely go out to create more challenges because they believe it’s not about the destination but the journey.

“They also believe that their talents alone create success without effort. These people feel more defeated after a failure and step away from challenges outside of their comfort zone.

“To conquer the ‘confidence gap’, it is essential to one’s development not to view failures as rejection but as an opportunity for growth.”

“Conversely there is the growth mindset, and these people believe that their basic talents can be developed through determination and hard work, but this is just the beginning. “This view creates a love of learning and resilience with a sense of accomplishment and drive for every challenge. In

Sherwood says setbacks act as a “gentle reminder” to sharpen up and be more persistent in search of achievements. She talks of building up resilience and adds: “We all have something to give, just make sure it’s your best self, not your false self because that is where the true confidence gap lies.”

Pam Sherwood, a former Quality, Environmental and Health and Safety Manager for Siemens, was nominated and shortlisted for Best Woman in Health and Safety in The European Women in Construction and Engineering Awards 2018. She was also shortlisted for Best Contractor 2019 and recently shortlisted as a UK Construction Role Model 2019.

NEW AGE BOARDS In Touch with Business talked to Andrew Byrne about why he made the decision to step into a portfolio career and why he chose In Touch to help him on his journey. Andrew Byrne took the decision earlier than most to embark on a portfolio career. After 13 years spent in senior roles within the finance sector, working for organisations such as AIB and Grenke, Andrew became COO of fintech start-up MyPOS and also became an In Touch member. Soon after joining the network, Andrew secured his first non-executive role. Why did you join In Touch? I got to a point in my career where I had spent a bit of time on a board, I’d seen the ups and downs of sitting on such a board and thought to myself, ‘Is this something I want to do in more than one place and do I want to stay in a permanent position or move into contracting?’ A friend recommended In Touch; I was already thinking about joining, so I sent an email and after a prompt response, arranged a call where it was discussed whether I would benefit from joining the network. It wasn’t a quick decision, nor was I pushed to sign up - there was a really thorough and comprehensive exploratory call. By setting out what I have already done in my career and where I wanted to be, it was quickly clear this organisation was the right fit for me. At first, I thought it was simply an opportunity to find jobs but quite quickly it became obvious that there was a lot more to it. I felt then that it was well worth putting in the money, and it has since proven to be.

Describe the process of joining to where you are now?

What are the main benefits of becoming an In Touch member?

We went through everything which made the decision very easy, it helped that I didn’t feel pushed in any way, it was very much about what was best for me.

As I said, a real positive for me is the ease with which you can choose and engage with the aspects that are right for you. You will always find something in the portal that is worthwhile.

Almost as soon as I joined, I started to engage with the various aspects of the network that I felt were right for me. I get alerts about upcoming events, webinars or podcasts and as there is so much content, I can pick and choose what I think will be the best fit. I have just finished the Ahead of the Curve (AOTC) interactive webinar programme with In Touch coach, Niall Foster and I must say, he’s been fantastic, as have the other people in my group. The programme has pulled together a small, select group of professionals from a vast variety of industries and backgrounds; it has been great to gain access to their perspectives. Looking at the same issues from a number of positions and drawing on other people’s experiences can be a massive help to you. Niall has also been very hands-on. Aside from the AOTC sessions, he often emails to see how I’m doing and whether I have any questions or problems he can help me with. He has really given me some perspective on what to aim for, where to go and how to interact with professionals who will help move my career forward. Ahead of the Curve has been a great introduction and I hope to stay with In Touch for some time.

That said, the main benefit of joining In Touch is the entirely new perspective I’ve gained. Having been centred in a specific sector for 13 years, I have a great deal of knowledge but it is a relatively niche perspective - getting other people’s viewpoints and professional wisdom has been the most helpful. My time with In Touch and Ahead of the Curve has really grown my self-confidence. One of my biggest anxieties was centred around my age, with me being considerably younger than the average non-executive. However, the programme taught me that I can bring something to a board even at my age; those on the programme were a little older than me but they listened to me and respected my opinion. What have you found most rewarding whilst being a member of In Touch? Before I began AOTC, I did wonder if I was going to get everything out of it that I’d been promised. Each session is an hour and a half and very quickly I was able to ascertain that I was going to get so much out of it in terms of my development. Also, it’s so helpful having the insight of so many professional people, all on

one video call. You can pick each other’s brains and even link up with them outside of the call. Never in a million years would you be able to get all these people, with such varied expertise and experience, in one room to ask anything you want. It has been so rewarding to set out my skills and my objectives on paper, and really clarify the direction I want to go in. The whole process has really instilled a belief that I have made, and am making the right decisions. What aspects of the network beyond AOTC have you found valuable? I have had my CV rewritten, and the In Touch writing team did an excellent job. I had already adapted and reworked my CV, using skills I’d learnt on the AOTC programme, and recruiters’ interest in me had shot up immediately. However, it was only when I got it professionally re-written that I realised exactly what makes a really strong CV.

that arise from this network. Above all, I’ve met some great people. Would you recommend In Touch? 100%, I absolutely would; in fact, I already have to 2 or 3 people. There are a lot of organisations that people recommend; it’s easy to fall into the trap of setting up a membership for something you don’t need but I really can’t recommend In Touch highly enough. I didn’t feel like I was stuck, career-wise, but I felt like I needed a helping hand which In Touch has certainly provided for me. You can take a package to suit your needs that isn’t going to cost a fortune and you have the choice to pick the aspects that suit you. I may go on to one-to-one coaching; certainly the In Touch professionals I have worked with have given me the skills to move forward with confidence. From the moment I joined the network, there has never been a time where I have had doubts.

I have also been using all aspects of the learning and development materials on the network. They’re really helping me to think and develop, especially as I am questioning my knowledge and my skills in order to learn. The psychometric profile has also helped me to realise some aspects of my personality and behaviours, address a few things, and gain knowledge on how I move forward. Have you been able to grow your network with other members or professionals? Absolutely; one of the biggest benefits of joining is that I have been able to grow my network. Not only have I grown my network via LinkedIn connections but also with like-minded individuals who were on the programme. They are on a similar journey to me and it’s been so reassuring to know I wasn’t going through this alone. In fact, our AOTC group are in the process of arranging a meetup. I’m looking forward to seeing how everyone is progressing - we have continued to support and help each other and there may even be some further career opportunities

Inclusion isnâ&#x20AC;&#x2122;t just about gender, it is about everybody; it is about all of us. We have to make sure that men feel included as well. Sharon Thorne Chair of the Deloitte Global Board of Directors

A THORNE ON THE SIDE OF EQUALITY Sharon Thorne leads from the front. An unflinching advocate for inclusion and diversity in the workplace, she is looking to make a real difference in her new high-profile role. This summer, the 54-year-old became the first woman to take on the role of Global Chair of ‘Big Four’ professional services firm Deloitte. Named one of the top five women in finance in 2018, Thorne’s career, which spans nearly three decades, has been filled with firsts. She was the first woman to be appointed to the UK firm’s executive in 2006, holding the role of Managing Partner Talent, and set up its diversity networks in 2007. A campaigner for greater equality in business and society, she has also been widely recognised for her work as executive sponsor for the Deloitte UK LGBT+ network since 2010. An impressive CV includes nine years spent on the firm’s global board, six years on its UK board, four years as Chair of Deloitte CIS Holdings and six on the board of the Confederation of British Industry (CBI). And before taking up her present role in June she was responsible for the global dimension of Deloitte North West Europe’s strategy.

In her new global post she has pledged to focus on continuing to strengthen Deloitte’s own commitment to inclusion. Looking at the wider picture, when it comes to getting more women into boardrooms, Thorne believes progress is being made. She points to recent positive figures around the FTSE 100 companies. “We’re seeing a real shift, something is happening,” she says. However, she adds there is “still much to do” when it comes to women holding senior executive roles. Pointing to the small number of female chief executives in the FTSE 100 she says: “It is not good enough.” “As leaders we have to really show a commitment to inclusion, particularly around gender issues and to keep thinking about what more we can do. “Having a personal commitment to inclusion and gender is a very significant part of that.” Thorne says that it is “critical” that men are included in the conversation. She adds: “Inclusion isn’t just about gender, it is about everybody; it is about all of us. We have to make sure

that men feel included as well. “You need to set the tone at the top; it is critical that boards, chief officers and executives are setting the right tone around inclusion. These roles are dominated by men, so you have to have them in the conversation. “If you are going to drive real change all employees have to be brought into it and have to be engaged.” Thorne says that it has to be more than talking the talk. “For companies to be successful they need real diversity. “It has to be part of the culture, it is about changing culture. It is not enough just to talk about these things.” Thorne herself is looking to do more. “I am very passionate about making a difference and my role is a fantastic opportunity to do that,” she says. She also points to the “amazing things” that Deloitte is doing supporting work in the community, including its global project to empower more people through education, skills development and access to opportunity.

Thorne has been widely recognised for her work as executive sponsor for the Deloitte UK LGBT+ network since 2010.

Thorne’s career with Deloitte began in 1986 in Manchester, straight after she graduated from Oxford, and the city has remained her home. She says: “I feel very much a Northerner but I was actually born in Plymouth. My dad was in the Royal Navy and we moved all around the country, we also lived in Gibraltar. “I went to nine schools, it was different. It gives you a wider perspective on the world and you get to meet lots of people. “When you are young it is very easy and you are more flexible, as you get older it gets harder.” As an audit partner at the firm for almost 30 years, Thorne has worked with large listed and private clients across a broad range of sectors including retail, consumer and technology. So what advice would she give to a young person setting off on their career journey today? “Work hard, it doesn’t matter

what you are doing, try to do your best, that will ensure you move forward,” she says. “Think about your skills, your strengths and what you enjoy and build on that. “Career success doesn’t mean anything if you are not having fun on the way, so make sure that you are enjoying the journey.” Building a network is also important, she adds, as is finding a sponsor who can put you forward for opportunities. She says: “You will meet a lot of people as you go through your career, it is important to build good relationships.” At home, Thorne enjoys spending time with husband John and their two Golden Doodles. She has three grown-up stepdaughters, supports Manchester United and plays golf. She says: “It is also really important to get support

If you are going to drive real change all employees have to be brought into it and have to be engaged. structures as you progress, both at home and at work. I wouldn’t be where I am if I hadn’t had a great team of people supporting me at work and very importantly, a supportive husband at home.” Thorne is also known for being forthright. She made headlines in 2017, after posting a personal tweet describing Boris Johnson, who was then Foreign Secretary, as “a national embarrassment”. Asked about that, she diplomatically describes the event as “a moment in time” and points to her “other very positive tweets”.

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A FEAST FOR THE EYES Chicago is known for its amazing sights and has an equally impressive reputation as a culinary mecca. With 28 miles of shoreline and 24 sandy beaches, looking out over the seemingly endless Lake Michigan, art deco buildings and a skyline to rival Manhattan, the Windy City is a great place to eat up the iconic sights. Here we look at 5 of the best restaurants in Chicago with great views.

NORTH POND

RIVA CRAB HOUSE

2610 North Cannon Drive

700 East Grand Avenue

Nestled on the edge of the eponymous park, this Michelin starred restaurant feels like an isolated rural retreat, despite being only a stone’s throw from the mountainous skyscrapers of downtown Chicago. Suspend your disbelief to enjoy some of the city’s finest cooking, whether that be in the slightly outre tasting menu or the more reassuring a la carte offerings, in this rewilded urban conservation area. Housed in a bijou former warming lodge, originally built for ice-skaters seeking shelter from the icy Illinois winter, the Arts and Crafts styling of the restaurant marries perfectly with the seasonal, locally sourced menu that feels rustic yet refined. Chef Bruce Sherman serves modern American cuisine in a setting that really embodies the city’s motto, Urbis in Horto (Garden in a City). You might even be lucky enough to see herons, woodpeckers and the occasional beaver as you tuck into your amuse bouche.

Don’t be put off by the fact that Navy Pier, upon which Riva proudly sits, is one Chicago’s busiest tourist spots. An urbane retreat from the hoards of sightseers, Riva specialises in seafood, starched linen and stunning views. The only waterfront seafood restaurant in the city, diners are afforded expansive views of Lake Michigan, the downtown skyline and the twice-weekly Navy Pier fireworks display. Whilst a little pricey, the portions are generous and the menu caters for everyone, boasting a wide range of dishes from fresh mussels or Ahi tuna, through to stellar steaks and even pan-asian plates. Try to bag a patio seat on a sunny day or, come evening when the temperature drops, one of the coveted floor-to-ceiling window tables. Appetisers from $14 (£11.50) Mains from $23 (£19)

rivanavypier.com

5 course tasting menu $95 (£78)

northpondrestaurant.com

SIGNATURE ROOM AT THE 95TH

BEATNIK ON THE RIVER

DUTCH AND DOC’S

875 N Michigan Avenue

180 N Upper Wacker Drive

3600 N Clark Street

Chicago is known as the birthplace of the skyscraper; the now-demolished Home Insurance Building, once located on the corner of Adams and Le Salle and completed in 1885, is regarded as the world’s first skyscraper. With 119 of these behemothic buildings jostling for space, it pays to get as high as you can to fully appreciate the awesome Chicago skyline. The Signature Room at the 95th is located atop the 4th tallest building in the city and the art deco interior is almost as engaging as the glittering skyline beyond. The atmosphere is intimate and romantic - the restaurant is a favourite with those looking to pop the question - but many would argue that the menu should be the real object of affection here. Start off with an aphrodisiac of freshly shucked oysters before moving through the short but pitch-perfect menu to take in such varied treats as Jamaican pork chop with succotash, house-made beet gnocchi or tuna tartare. And whether or not romance blossoms over dinner, there’s still those breathtaking 360-degree views of Chicago to fall in love with.

Lavishly decorated with Persian rugs, moorish tiles and fringed parasols, Beatnik on the River is channelling a boho-chic vibe, and the mezze-style plates and sharing platters on offer match this chilled atmosphere perfectly. Kabobs, baba ganoush and duck egg shakshuka speak to the relaxed Mediterranean flavours at play. The star of the show, as the name would suggest, is the terrace which stretches along the Chicago river and offers great views of iconic sights such as Wacker Drive, the Lake Street bridge and the art deco Merchandise Mart building. The interior is equally as impressive; a turn-of-the twentieth century Nashville jewellery store was transported cross-country, its mirrored walls and crystal chandeliers rehoused in this former print shop. There’s also plenty to see in the nearby streets with the Loop district home to an array of sculptures by famous artists such as Pablo Picasso, Anish Kapoor and Henry Moore all of which add to the feast for the eyes that is Beatnik on the River.

High on the list of Chicago must-sees is Wrigley Park, home to the famous Chicago Cubs and one of the oldest baseball grounds in the US. Before heading in to see the famous architecture, vintage hand-turned scoreboard and ivy-clad outfield walls of the stadium, Dutch and Doc’s is a great spot to survey the ground and its iconic marquee, just across North Clark Street. The menu puts a modern slant on American pub classics, boasting dishes such as asianinflected soy and chilli ribs with carrot and cashew slaw, and the braised brisket sandwich with roasted serrano peppers and au jus. With an affordable cocktail menu, good wine list, an extensive roster of craft beer plus a selection of happy hour small plates, Dutch and Doc’s offers something for everyone. And while the view of Wrigley Park is the main draw, the sleek glass and chrome interior - designed to echo the lunchrooms which former Cubs owner Charles Weeghman operated in the 1800s certainly hits a home run.

Appetisers from $17 (£14), Mains from $29 (£24)

Mezze from $12 (£10), Sharing plates from $21 (£17)

beatnikchicago.com

signatureroom.com

Mains from $12 (£10) Bar snacks from $5 (£4)

dutchanddocs.com

THE ROAD TO EUROPE Whatever the outcome of Brexit, British businesses will still be doing deals in Europe. Peter Gough discusses how to get the best out of business on the Continent. â&#x20AC;&#x153;Never bring that Englishman with you again!â&#x20AC;? Such was the welcome I received from the Buying Director on my first visit to the head office of a major German discount chain. To be fair to her, this was in my second week in the job as Sales and Marketing Director for the subsidiary of an American consumer goods company when my German was rudimentary. It sent me onto a language crash course. Four weeks later my German was passable and I could follow the negotiations even if the subtleties often passed me by. The lesson is basic but obvious: donâ&#x20AC;&#x2122;t think you can negotiate using English in Europe. You might be lucky in parts of Scandinavia or the Netherlands, where I have conducted

negotiations with representatives of major retailers whose English was probably grammatically more correct than mine. They understood what a split infinitive was when I have always struggled to really understand what all the fuss was about.

Overseas Trade Whether we have a hard or soft Brexit, British-based companies will still need to trade with European partners and they will need to do so with the requisite language skills. If not then through distributors or agents who do so and earn commission fees for the privilege. In most business environments where products or services are sold on a regular rolling basis, the starting point is the annual contract negotiation.

This usually takes place in the autumn and can drag on into the following year before a settlement is reached. It defines the basis for co-operation between supplier and customer for the following year. During the negotiation the supplier will set out what he proposes to offer in terms of product/service, promotional support, advertising, merchandising, logistics support and pricing. The customer will in turn put forward his (usually outlandish) demands for continuing or starting the business. Then the negotiation starts. For a successful contract negotiation to occur, a business needs thorough preparation and careful briefing or training for the sales management team

You may come across international buying groups. There are many and they come and go as quickly as Brexit ministers! treated as responsible business managers and have the support of relevant financial information. Product mix and logistics costs are just as important in determining the profitability of a business as promotional spend or product pricing per se. Sales incentives for sales management should be based on margin not turnover.

International Buying Groups

charged with delivering the basis for a successful business in the following year. In my experience, sales management exaggerate the drama of these negotiations. It is easier to negotiate greater pricing flexibility with internal stakeholders if you scare them into believing the business is under risk of being delisted by a customer. Finance Directors will give greater latitude to sales if 30 per cent of the business is at risk due to an unsuccessful contract negotiation.

Know Your Finances What to do? Senior management of the business need to spell out the goals for the forthcoming year and translate these into specific margin goals for sales. Any business that goes into a contract negotiation chasing volume/turnover will find itself under unacceptable margin pressure in double quick time. Account managers need to be

If you operate across the European retail trade you may come across international buying groups. There are many and they come and go as quickly as Brexit ministers! Their aim is to add a level of negotiation - and therefore additional financial contribution - for their members. Avoid at all costs! They tend to offer little in return for your investment in time and money. If you can’t avoid them then be very aware of what you are investing and make sure the counter service provided is meaningful. This leads on nicely to a word on pricing structures across Europe. Many retailers who operate in more than one country will try and compare net pricing between countries. This is an extremely difficult exercise for them to do. Do not be fooled as pricing for the same product in different countries may vary due to many factors: logistics costs; the level of merchandising support needed/ offered; the level of promotional support; the overall range carried by the retailer. What is needed is a thorough understanding of your pricing structure in each country and an ability for the sales manager responsible to articulate the differences and defend these. Outside of the formal annual

contract negotiations there are opportunities for spot business. This tends to be promotional business on an “in/out” basis. Some of my most successful activities across Europe have been rolling out promotions on one product across several countries with one retailer. Full lorry loads of one product going direct from factory to retailer’s warehouse is about as efficient as you can make a business. This is after all part of the successful discount chains’ model. When executed well on branded goods it can be a huge money spinner. For businesses unable to have their own sales team in the countries they are operating in, the usual course is to find a partner either in a similar field, where the buyers are responsible for the same category of goods, or to operate through distributors or agents. My experience is that having your own team, however small, is best. Customers want to talk directly to the brand owner and you lose something by operating through an intermediary. However, your own team is not always possible. My advice is to seek a partner where your own business will account for 15 to 20 per cent of their overall business. Below this level you will simply not get the focus or the attention you need. Peter Gough has worked across Europe for Cadbury, Scott Paper (now owned by Kimberley Clark), and Freudenberg (Vileda brand) in senior marketing, sales and general management roles. He has started businesses in Poland, Hungary, the Czech Republic and Romania and worked as MD for operations in the UK, France, Germany and Poland. He now works as a consultant and trainer.

ADVE RT S ING FE AT URE

This is your time I thoroughly enjoyed your ‘pace of change’ theme in the last issue of In Touch with Business and I was impressed by the quality and depth of the featured insights from your members working at the cutting edge of the new industrial revolution. So I am delighted that we now have the opportunity to partner with In Touch Networks, offering members the chance to join the Explorer Mindset, an exciting leadership development programme designed and developed by Møller Institute at Churchill College, in the University of Cambridge. Carl Jung wrote: “I am not what has happened to me, I am what I choose to become.” Having been founded as a Centre of Excellence inspired by Sir Winston Churchill and Danish shipping magnate Mærsk Mc-Kinney Møller, we are committed to supporting senior executives to reach new frontiers in leadership. We have developed the Explorer Mindset, a unique senior leadership development programme, to equip senior executives with the cognitive, emotional and behavioural resources required to confidently lead their organisations through one of the most competitive and unpredictable environments for centuries. Just as early explorers charted new geographical landscapes relying on maps and sextants, compasses and the promise of discovery, 21st Century explorers must span the complexities of an inter-connected, digital world. They are called upon to lead in a world where the once familiar maps from the Industrial Age no longer seem to work. We know that senior executives who choose to invest time, effort and purpose in learning and developing themselves are able to reach higher levels of performance, ability, meaning and happiness in their chosen careers. We are passionate about designing high impact, experiential programmes, such as the Explorer Mindset, which make a considerable impact on the person, their team, their organisation and society as a whole. Our Explorer Mindset programmes have welcomed cohorts of diverse global leaders, representing a wide range of sectors and functions. Alumni of the programme include leaders from AstraZeneca, Sony Interactive Entertainment, Xaar PLC, BP, Ministry of Defence, National Health Service, Scandinavian Airlines, Sysco, Blackrock, Commerzbank and Unruly to name just a few. Feedback has been extremely positive about the impact and value the programme is having on their leadership practice as well as their personal and organisational performance. The Explorer Mindset programme is designed specifically to fit around your management commitments and runs annually, formed of two intensive, multi-dimensional modules, on 3-7 November 2019 and 15-19 March 2020. Full details, including videos explaining the format, video insights from alumni, brochure and application form can be viewed at www.ExplorerMindset.com/InTouch Are you brave enough to challenge yourself and embark upon this personal exploration? If so, I look forward to receiving your application form and discussing your personal and business objectives for the programme, to guarantee the learning outcomes are tailored for your needs.

Cathy Butler Head of Executive Education

Explorers: Apply Now. Lead Further. www.ExplorerMindset.com/InTouch

Lead further

INSTITUTE The Explorer Mindset Senior Leadership Development Programme MĂ¸ller Institute at Churchill College, in the University of Cambridge

You’ll receive a million welcomes on your arrival in Marrakesh. It’s a word the locals use often and with real meaning. This is Morocco’s fourth largest city, just north of the Atlas Mountains and designated as “African Capital of Culture 2020”. The government is investing heavily in tourism and working towards its vision to make Marrakesh one of the top 20 destinations in the world. Last year more than 12.3 million people visited this vibrant city and it’s easy to see why it’s one of North Africa’s hot spots. Referred to as the “Red City” because of its use of pink clay, Marrakesh is divided in to two distinct areas. The “Old City”, packed with buildings of historical significance, Moorish architecture, beautiful gardens, mosques and a series of labyrinths and narrow alleys, home to many of the quirky riads and traditional souk markets. The “New City”, known as Guilez, is more westernised, with its stylish hotels, funky restaurants, flashing neon lights and built-up shopping malls. In both, don’t be surprised to see cars, mopeds, bikes, donkeys, and even horse and cart all being used as forms of transport. Aside from the horn blowing and clip clopping of hooves, around the city you will hear differing tongues, as three languages are widely spoken - French, Berber and Arabic. Centrally positioned within Morocco, Marrakesh creates no limitations on exploring other parts of the country. If you’re a curious traveller and time allows, the excursions available are plentiful. Expand your horizons beyond the perimeters of the city and within a few hours, you can reach Atlantic coastal towns such as Agadir, Casablanca

THE MARVE OF MARRAK

In her second instalment for In Touch with Busine and avid traveller Zoe Brooke visits vibrant Marra why the city is fast becoming one of North Africa

and Essaouira, all popular destinations for locals and tourists alike. Driving further inland, the Toubkal National Park and the famous Atlas Mountains are ideally suited for those who enjoy walking the beaten track or mountaineering. For the more adventurous travellers who enjoy the great outdoors and sleeping under the stars, the Sahara Desert is also within reach. Here are just a few of my recommendations.

Get in the Saddle Opt for pedal power instead of

pounding pavements. While all the historical sites are contained within the walls, there is still some distance between them. This way you can discover the marvellous Bahia Palace, the Jewish Quarter, Et Medersa Ben Yousseff, the Koutoubia Mosque and the Tombeaux Saadians, the marble resting place of the Saadien kings and their families, dating back to the XV century.

Mayhem at the Medina No visit to Marrakesh is complete without sampling the crazy, intense sensory overload that is Jemaa el-Fnaa. The bustling square has been classified as a UNESCO site since

organisation went above and beyond to make our excursions memorable. Outside Marrakesh, heading towards some of the more rural locations like Ouzoud and the Atlas Mountains, the scenery changes to vast open terrain, the landscape resembling a scene from a John Wayne cowboy movie with the mountains as the back drop. The colours are reduced to orange, brown and green with small clusters of ochre coloured houses, with goats and sheep strolling freely and the odd donkey tied underneath an olive tree; all quite picturesque.

Cascades D’ Ouzoud

ELS KESH

ess, board director akesh and details a’s hot spots.

2016, is densely populated and pulses with life. Every atom within your body will be stimulated by the explosion of colour, sights and sounds, the hustle and bustle of thousands of tourists, the snake charmers’ punji, the beating of drums, the acrobats, story tellers and street performers, all combined with the marvellous smell of street food. The people are friendly, but be mindful that tourism is their livelihood and there is much competition. You will repeatedly be stopped in your tracks to be shown their wares. Get stuck in and barter, it’s a chance to

improve your negotiation skills! In the late afternoon and evening, if you want to soak up the authenticity of the city with a bird’s eye view and no hassle, you can take a seat in one of the roof top restaurants.

Getting About Booking excursions with your hotel might be convenient but it’s not cost effective. I would recommend using www.atlas-discovery.com or www.getyourguide.co.uk. By using these sites, you will pay a third of the cost and support the local economy. The guides are English speaking, and each

Three hours’ drive North East of Marrakesh is the spectacular Ouzoud Falls. The waterfall is 600m tall and fed from 25 local springs, creating a magnificent spectacle. At the top of the falls, bringing a temporary distraction from the wonders of nature, is the house owned by the King’s brother, with undisputedly the best views of the second-tallest waterfall in Africa. After a short walk through a woodland area, you are greeted by brightly adorned wooden boats, ready to take you close to the foot of the falls for a refreshing blast of mist before having the opportunity to swim. Dependent on the tour operator, lunch may or may not be included, but is very much earned after the climb back to the top. During the day trip, you will walk through olive groves and receive an informative tour of a Berber house and a demonstration on how the oil is extracted for baking and making cosmetics.

Atlas Mountains, Camel Ride and Berber Village If you want to step away from the chaos of the city, and are partial to breath-taking views 2,000ft above sea level, then this is the trip for you.

WHERE TO STAY The New City For modern luxury, try the Radisson Blu. The rooms are spacious and clean with all the amenities you could wish for from a high-end hotel. It’s located on Mohammed Avenue, amidst shops such as Zara, Adidas, H&M, Starbucks and many local shops selling clothing, shoes and jewellery. You will also find many cafes, restaurants and eateries. A casual stroll taking 25-40 minutes will get you to the Medina or a 10 minute taxi ride will cost just £7($9).

In the Thick of It

There is no easy way to reach the top other than to walk, so sturdy shoes and the lung capacity of an elephant are recommended. Vendors selling fresh orange juice are positioned en-route so there’s no need to worry about quenching your thirst. The walk takes approximately two hours, depending on the fitness of the group, and takes you through beautiful shaded forests, with more cascading waterfalls. Whilst a considerable distance from the town, you will find many local families “setting up camp” for the day with cooking facilities for picnics of hot food, inches away from the rugged pathways taken by the hundreds of tourists.

The climb was pleasantly interrupted with visits to three Berber villages. At the third village you will be served divine Moroccan cuisine with panoramic views of the mountains and lush valley below. The Berber settlements and their people are reflective of ancient civilisation frozen in time. The villages built on the hillsides are isolated and amazingly simple. The views are unforgettably captivating, making this one of my most treasured memories from the trip. This excursion is twinned with a camel ride (more fun than I originally thought) and again a reasonable price of £30£40 ($38-$50) per person.

Les Jardins de la Koutoubia hotel, in the heart of the old city, is a 13th Century riad which screams luxury, its opulence evident by the crushed velvet upholstery and fresh roses on every surface. It’s a hop, skip and jump away from the medina. Marrakesh is a Muslim country and therefore alcohol is prohibited. The only double you are likely to get outside the hotel is an espresso! In the new city, there are a few tourist bars, with live singers, crooning traditional Arabic melodies but the air is heavy with cigarette and shish smoke. A little claustrophobic for non-smokers but an experience not to be forgotten.

Getting There To use a reputable agency to take away worry of arranging your trip I would recommend mags.sorrigan@travelcounsellors. com. Ryanair flights booked in advance can be cheaper than a train ticket to London. With fares as low as £35 ($44) each way, it gives little reason not to visit. Running on full throttle with a personal guide, three-and-a -half days is not long enough to explore Marrakesh. This is not the place to kick back and relax if you are on a short visit. Lounging by the pool will only deprive you of a magical sensory experience. It’s a big city and there is a lot to cram in so pre-plan if you can.

The Food

hideaway. Entrance fee is £7 ($9).

The food is fresh and flavoursome, with most Moroccans living directly off the land. Couscous and tajine are staple foods for the locals. Cooked in clay pots for hours a tagine is a mix of meat with potatoes and vegetables. Olives and cherries are farmed too and you will see many people transporting their produce on the back of a mule or motorbike.

You may have to queue to enter. An hour is more than enough to look around (maybe longer as you wait for tourists to finish their photography) and then a little more time if you want to visit the Berber museum. Outside the walls, visit the shops or sit for a coffee and ice cream.

Jardin Majorelle The beautiful gardens were originally the living work of art of orientalist painter Jacques Majorelle. The garden is filled with exotic and rare species of plants collected from around the world. In 1980 the gardens were jointly acquired by fashion designer Yves Saint Laurent and Pierre Berge who lovingly restored them. On the death of Yves Saint Laurent, Pierre donated the gardens to Foundation Jardin Majorelle, allowing tourists from all around the world to experience serenity and peacefulness in this walled

Handy Hint Number 1 The local currency is dirham, and 200 dirham equates to £20 ($25). Costs are inflated for tourists so don’t forget to haggle. The taxi “crew” can spot a “newbie” and operate in agreement of high costs for tourists – tell them you visit the country often and your cost should be appropriately revised! Our taxi ride from the airport was around 200 dirham. We considered this acceptable until we realised in resort this should have cost circa 40-80 dirham.

Handy Hint Number 2 Women should be conservatively dressed and respect the Muslim culture. Legs, chest and arms should be covered.

All prices are based on exchange rates at the time of writing. Pound sterling costs have been converted into US dollars and rounded up. Follow tribeguide on Instagram for more travel tips from Zoe Brooke.

SITTING UNEASILY IN THE CHAIR Times are changing in the boardroom. The UK has placed a nine-year limit on the time people can chair an organisation while in the US growing numbers of businesses have a mandatory retirement age for directors. Pub chain founder Tim Martin could not have been more scathing about newly introduced UK Corporate Governance rules that require chairs of boards to step down after nine years in the hot-seat. The vocal chairman of JD Wetherspoon, who has held the role for 36 years, told the Financial Times newspaper the measure was “deeply flawed” and arbitrary. “Current rules institutionalise inexperience,” he stormed. “Compliance with daft rules often means adopting the mentality of the thundering herd, as Warren Buffett - 53 years as chairman - has adumbrated.” The nine year rule is included in the Finance Reporting Council’s (FRC) UK Corporate Governance Code which was revamped at the start of the year to include a maximum tenure for chairs of nine years, except in limited circumstances. The idea is to encourage effective succession planning and encourage more diverse thinking from the board of directors. However, it is proving a challenge for some wellknown businesses. According to a report by governance

consultancy Minerva Analytics earlier this year, there are 110 companies in the FTSE 350 whose chairs had sat on the board for more than a decade. And 137 companies had people who have been in the boardroom position for eight or more years. According to the figures, that means that 31 per cent of the FTSE 350 fail to meet the requirement of the revamped code.

The nine-year rule is already “having an impact” in focusing business minds on important issues. Those businesses will be subjected to growing pressure to act and the rule change has already prompted succession plans to be triggered at a number of large listed UK groups. As professional services firm EY warned when the changes were announced last year, companies that do not comply with the measure are likely to face “much more intense scrutiny”. There have already been highprofile boardroom departures as a result of the rule and

stories emerging of businesses looking for successors to longserving chairs. In January Mike Turner, the long-serving chairman of FTSE 250 defence and engineering contractor, Babcock International, announced his intention to stand down this summer. The decision was accepted by the company “with regret”. In a statement, Turner, who joined the business as a nonexecutive director more than two decades ago, said: “I believe that a successful company is not only judged on its performance for its customers and the returns to its shareholders, but also by its commitment to good governance practice. “Following the introduction of the new UK Corporate Governance Code in January 2019, I believe it is right for me to take this step now and to announce that I will step down at the end of the company’s next Annual General Meeting.” The changes to the code were generally given a positive response when first announced. Dr Roger Barker, Head of Corporate Governance at the Institute of Directors, said: “The IoD welcomes the publication

of the revised UK Corporate Governance Code, particularly its engagement with a wider range of stakeholders including the workforce, as well as encouragement of more longterm oriented business behaviour and recognition of the board’s role in overseeing a company’s purpose and culture.” And there is no doubt that the drive for change is gathering pace, with some experts predicting that if few too many boards pursue diversity and do not change their chairs, legislative remedies could be the next move. Whether or not that is the case, it remains an important fact that the effectiveness of the board of directors plays a crucial part in the success or failure of any organisation. Mala Shah-Coulon, Associate Partner in Corporate Governance at professional services firm EY, says the nine-year rule is already “having an impact” in focusing business minds on important issues, such as diversity and succession planning. The rule is also there to prevent companies from “being complacent” about the need to refresh their boards. Shah-Coulon points out that some company chairs have already stepped down in recognition that they would be breaching the rule if they stayed in their post. And she adds: “All companies should be thinking about succession. It is critical to longterm success. “The rule does make companies think a little bit harder than they have been about succession in the round.”

The idea is to encourage effective succession planning and more diverse thinking from the board of directors.

AGE PROVES A BARRIER FOR YOUNG US DIRECTORS Despite pressure to recruit younger professionals, the average age of independent directors has not dropped. Institutional shareholders have continued to press US boards to be more pro-active in bringing in new blood. However, that doesn’t necessarily mean youth being given its head. The average age of independent directors in the S&P 500 is 63, up from 61 in 2007. And just six per cent of directors in the S&P 500 are aged 50 or younger, according to a survey of US corporate directors carried out by

professional services firm PwC. It also appears that many directors are okay with the current state of affairs. When asked what kinds of diversity are very important to have on their boards, age “lagged far behind” gender diversity and racial diversity, according to the report. It added: “Only 21 per cent of directors say age diversity is very important on boards, compared to 46 per cent for

gender and 34 per cent for racial diversity.” And it also concluded: “Directors are not all in favour of bringing on younger board members.” Almost half of those quizzed said they had some concerns about adding younger directors, aged 50 or under, to their board. Topping the list were concerns about “insufficient time and insufficient career experience”. Director retirement policies are common in the S&P 500, where 73 per cent of boards have adopted mandatory retirement ages. Nearly all of these boards have set that retirement age at 72 or higher - a percentage that has been creeping up over the past decade. Director term limits are much less common in the US. They’ve been adopted at only five per cent of S&P 500 company boards, and most are set at 15 years or more, according to the PwC study. Almost two-thirds of directors it spoke to felt that term limits were effective at “promoting board refreshment”. Yet almost 74 per cent said that their board would not be willing to set term limits of 12 years or less.

Only 21 per cent of directors say age diversity is very important on boards, compared to 46 per cent for gender and 34 per cent for racial diversity.

Ahead of the Curve Develop the expertise you need to successfully transition to a portfolio career. Join our acclaimed webinar-based development programme to translate your skills and experience with confidence.

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Within our own company and industry there is recognition that there are skills that are needed and we have to start filling that pipeline.

In her role as BAE Systemsâ&#x20AC;&#x2122; Managing Director for Europe and International Programmes, Andrea Thompson is responsible for the companyâ&#x20AC;&#x2122;s part in the F-35 Lightning II fighter aircraft programme, the worldâ&#x20AC;&#x2122;s largest defence project.

ENGINEERING CHANGE The manufacturing and engineering sector is notorious for being male dominated, but Andrea Thompson, BAE Systems’ Managing Director for Europe and International Programmes and Chair of Made Smarter, hopes to shift the balance. She joined the defence giant from Rolls-Royce, where she had been running its aero engine programme. Her CV also includes a spell as managing director of Leyland Trucks and several years working in the USA, primarily in the automotive sector. Born in Sunderland, Thompson moved to Detroit, the “Motor City” of the US, when she was ten. Her father was in the automotive business and her travels took her across the country, including Seattle, home of truck maker PACCAR, where she began her career. Thompson has just been appointed to chair the steering board of Made Smarter - the new £20m pioneering initiative to help the North West’s manufacturing sector through the adoption of more industrial digital technologies. Promoting engineering careers to more women and girls is vital if it is to tackle its skills crisis - but just 12 per cent of the sector’s workers are women. We asked her what needs to be done to change this situation. Are we making inroads in getting more women interested in engineering and manufacturing? “Over the last few years I do think we are doing a better job. There are a lot more conversations going on. “The level of conversation is changing the way we are talking about it. We are getting more people in with different experiences. “There is definitely a focus on how

we get the right mix of people. Within our own company and industry there is recognition that there are skills that are needed and we have to start filling that pipeline. “We can all talk about it. Or we can actually really live and breathe it and I see us doing the latter now.” Are the opportunities there for women to progress in the industry – is the glass ceiling being shattered? “I was the first woman MD at Leyland Trucks and people made a big thing out of that. I thought I was the right person, in the right job at that moment in time. “I think that if you have got the ability, put in the effort and get the results, your career will develop. I’ve got faith that the system works and I’ve never had any issues in my career along those lines. “I’m also fully supportive of young people coming into the business. If you’ve got the ability and work ethic, I’ll be there to support you.” What part does education have in getting more women and girls interested in a career in engineering? “I believe education has a role to play in getting more girls interested in engineering. You have to grab their attention. “We are at the forefront of technologies and solving problems. What part of that wouldn’t sound exciting to a young person? It is all about the perception. “There is so much scope for careers, the different sectors. It is a

smorgasbord of opportunity.” What’s the most important lesson you’ve learned about leadership? “You can’t lead from an office. You have to lead from getting out and about and talking to employees, finding out what they’re thinking, what they’re worried about, what ideas they have. To do that, you have to get out and get your hands dirty. “Leadership is about personally engaging and inspiring them, through simple, honest communications and through sharing a vision of the future that challenges and motivates people to get involved and deliver what they first thought was impossible.” The Made Smarter pilot programme based in the North West of England aims to encourage the manufacturing sector to adopt digital technology. How important is it that businesses embrace this so-called Fourth Industrial Revolution? “Having spent many years working in global industries like engineering, automotive and aerospace, I know how respected and admired the North West of England’s manufacturing tradition is. “However, much of this is down to the legacy of the first industrial revolution which started in this region. With Made Smarter, we now have a real opportunity to kick-start a new era of technologyled manufacturing, driven by innovative and ambitious SMEs, throughout the whole of the North West.”

EXPERT VIEW

CREATING A SENSE OF WELLBEING What can business leaders do to improve the health and wellbeing of their workforce and how important is it that they are pro-active? We hear from four industry experts who believe it is the key to a driven, passionate workforce. Lowri Dowthwaite is a lecturer in psychological interventions at the University of Central Lancashire (UCLan) in Preston and helps businesses tackle the issue of workplace wellbeing. The more you can have fun and play at work, the more creative you become and, in turn, the more productive you are. So we need to move away from the idea that work should be serious and that if you are not serious, you are not working hard and not doing a good job. Workplace wellbeing is a serious issue. In the UK alone it is estimated that stress and unhappiness at work costs the economy £26bn each year. Creating happier workforces is vital to ensure businesses flourish. Studies show that happy people make better employees and have a positive impact on their organisations. Happy teams experience less incidence of ill-health and absenteeism, are more resilient, more productive, better at problem solving, have superior customer service and are ultimately more profitable and successful.

Surveys of workplace wellbeing have also found that companies with highly-engaged employees significantly outperform their competitors. In the UK we still have a bit of a hangover from our industrial past that work should be hard and that if we are not showing stress we’re not working hard enough. Stress has historically been seen as something positive, a sign that they’re being more productive. That’s something we really have to get away from. Stress inhibits our ability to problem solve and makes us less flexible in the way we work. And studies of positive organisations suggest the more fun we have at work, the more productive we are and the less likely we are to suffer burn-out. Brett Hill is managing director of the Health Insurance Group, which provides customised health and wellbeing solutions to businesses and individuals across the globe. When it comes to taking time off work, stress, depression and anxiety are among the biggest reasons.

In fact, research from the Health and Safety Executive shows that between 2017 and 2018, stress, depression and anxiety accounted for 15.4 million lost working days in the UK. In total, all aspects of mental ill health are responsible for 91 million working days lost every year. However, the good news is that taking steps to support mental health at work can help to save 30 per cent of these costs. There are key initiatives which employers can look at to help reduce the burden of mental ill health in the work place. These include having a strong mental health and wellbeing policy and offering mental health first aid training and support initiatives. Resilience training to help build up people’s wellbeing is another way in which employers can support mental health, while signposting employees to sources of financial advice is another way to support people, as personal finance creates stress for many people. Investing in health and wellbeing plans which provide

staff with access to professional counselling, or cover the cost of any mental health treatments which might be needed, can go a long way to helping staff to cope when things go wrong. Kathryn Skinner is managing director at Direct365. A leading provider of workplace services in the UK, it has launched a nationwide training course focusing on stress and mental health. I believe that support for employees is vital in every workplace. No matter which industry you work in, people can be affected by stress or mental health issues and as employers, we have a duty of care to our workforce. Mental health and wellbeing should be a priority. Research tells us that those people who feel they are valued and supported have higher wellbeing levels and perform better. It’s a complex issue but by encouraging conversation, businesses can create an environment where mental health isn’t taboo. There are numerous benefits

too; including staff retention and reducing the amount of stress related absences, for example. Businesses are placing a greater emphasis on wellbeing and giving staff access to mental health training which provides individuals with the tools they need to deal with any challenging circumstances. It can also help engage and motivate staff as they feel valued by their employers. However, more can be done. It’s currently not compulsory for businesses to have mental health first aiders and we want to lead the conversation around stress and mental health in the workplace to ensure everyone has access to the support they need. Dr Sherry Kothari is director of the new £41m Health Innovation Campus at Lancaster University. She is the former chief executive and managing director of the Cooperative Research Centre for Cell Therapy Manufacturing, a $60m, not-for-profit, Australian government initiative. There has been quite a drastic shift in the way people live and

Workplace wellbeing is a serious issue. In the UK alone it is estimated that stress and unhappiness at work costs the economy £26bn each year.

work in recent years and we are starting to see some interesting initiatives to create workplaces that encourage wellbeing, leading to increasingly satisfied staff, and in turn, increased productivity. This isn’t just about organising a team-building visit to an assault course or installing a pool table in the office, but leading a culture change where employee wellbeing is at the heart of business strategy. A recent Health for Wealth report highlighted the effect poor health in the North West of England alone is having on productivity and how solving that issue could inject £13.2bn a year into the economy. Our new £41m Health Innovation Campus will create a focal point for bringing together researchers, healthcare professionals, businesses, local authorities and policy-makers to work on serious challenges, in line with the aims of the UK’s Industrial Strategy and the NHS long-term plan. As part of our funding, we have created an SME support project to help businesses develop, and through that we are working with companies that may have an interest in workplace health and wellbeing, either directly or otherwise. We have already helped almost 100 companies with research and development of products and systems, as well as some digital prototyping.

ADVE RT S ING FE AT URE

Get the help you need to exit and transition from your business The primary reason business owners are unable to exit their business when they want, on their terms and conditions, is because they failed to build a transition strategy. 79% of successful SME business owners are planning to retire, sell or pass on their businesses to new ownership within the next 10 years. However, up to 80% of business owners have no transition strategy, don’t know how to exit, or even where to begin. For many this lack of preparation costs them dearly, leaving them unable to receive maximum value for their life’s work and exit in style. Fortunately, Andy Weavill and Ten XGrowth have developed a unique, integrative, HEAD and HEART methodology for helping business owners achieve a successful transition from their business. Andy explains, “when most business owners and their advisors talk about the transition process, they are usually referring to the transactional event of a business owner transferring the company to new ownership. For me it is more than a HEAD centred event,

it encompasses an emotional component, a HEART process.” He talks of the process being a journey consisting of four stages: Exploration, Positioning, Transaction and Adjustment. Exploration involves the business owner thinking about life after exit, and their financial and business transition goals and plans. In the positioning stage plans are implemented. The transaction stage is focused on the activities required to complete a transfer of ownership, and the final adjustment stage is about the owner adjusting into their new future life. Ten XGrowth accompanies the business owner throughout their journey, guiding them to think strategically about, then helping them implement, their goals and plans. Working through any emotions that can arise, and facilitating conversations that inspire business owners to create a new future.

ABOUT Andy Weavill An accomplished businessperson, coach and business value strategist, Andy Weavill’s experience is broad and varied. Having held numerous CEO positions, all at times of rapid change, his experience lies in business turnaround, accelerating growth and building business value. This strategic and operational expertise is complemented by that gained in consultancy roles, focused on strategy development, business performance improvement, leadership and team development. Andy uses his expertise to bring drive, focus and clarity to CEOs and owners of SMEs to increase their business value and, at a time of their choosing, successfully transfer their business to new ownership. He is also searching for appropriate opportunities to apply his existing experience in a wider context with organisations who are looking to appoint non-executive directors.

To discuss your business transition aspirations and goals, contact Andy Weavill T 07739 797729 e adweavill@tenxgrowth.co.uk

LOOKING TO A BRIGHT FUTURE WITH In Touch Futures, the charity arm of In Touch, has partnered with the African Science Academy and its parent organisation, African Gifted Foundation, to provide continued support to young women from across Africa who are looking to pursue an education in STEM subjects. universities both within Africa and abroad. ASA has recently attracted the attention of Coco Gauff, the teenage tennis sensation, who sent a message of support to the pupils ahead of her 2019 US Open debut.

The African Science Academy is a girls-only, Advanced Level school for maths and science, opened in 2016 by The African Gifted Foundation, a charity led by African and UK executives and educational experts determined to help Africa’s children to develop to their full potential. In Touch charity manager, Annette Berry said: “We are delighted to partner with ASA to support an initiative that rewards application, creates opportunity through education and supports children from all walks of life. Our parent company is built on the ideals of improvement through continuous learning and development and this is embodied by both ASA and their gifted and determined students.

“We are really looking forward to working with Tom and his team to open up top-level education to even more young women from across Africa.” Based in Ghana, ASA run a unique one year Pre-University Program, with students studying a curriculum based on the Cambridge International A-Levels in Maths, Further Maths and Physics. The students cover the equivalent of the two-year long AS and A-level course in just one year. Now in its fourth year, with students from Ghana, Nigeria, Cameroon, Sierra Leone, Togo, Ethiopia, Uganda, Kenya, Zambia and Zimbabwe, the aim is that many will go on to study Engineering, Computer Science, Maths and Science courses at

For more information visit: intouchnetworks.com/resources/in-touch-futures www.africangifted.org

ASA’s admission criteria are based solely around academic achievement and encourage applications from promising young scientists, whatever their financial circumstances, offering assistance in the form of grants and scholarships. Tom Ilube CBE, Chair of ASA, said: “We are delighted to have In Touch Futures as a key sponsor of the African Science Academy. In Touch completely understands the importance of unleashing talent and will make an amazing partner for the young women of the African Science Academy.”

£5 from every In Touch membership goes to In Touch Futures.

A PICTURE PERFECT APPROACH After launching her company in 2016, Aimée Anderson’s unique business idea has seen her work with the likes of Spielberg whilst also putting the spotlight on issues that matter. Her company looks to create strategic partnerships between consumer brands and prominent film and television producers in a bid to create screen magic. Anderson works with some of the best independent filmmakers on the planet

and strives to help her brand clients understand the “wealth of content and marketing opportunities” available to them as an executive producer and marketing partner of a production. The aim is to get those brands to partner productions that

“will change the world” documentaries, feature films and TV series that shine a sharp light on global issues. Anderson, who founded Aimée Anderson and Associates (AAA) in 2016, believes it is a win-win for both sides. Filmmakers get the backing

- incorporating on-set publicity, festival and award campaigns, as well as release publicity. And they can also tap into the high-profile talent both in front of and behind the camera. Anderson says: “Films and TV attract billions of people and there is so much more that brands can be doing other than product placement. In the role of producer of a movie they can make a real impact. “They can help get the message out on subjects such as climate change, mental health and LGBT issues. They can get involved in storytelling. And the marketing opportunities, particularly on social media, are massive.” She says of her approach: “It is about playing to both partners’ strengths: producers

as a “film and brand marketing strategist.” Born in Perth, Scotland she has advised some of the world’s biggest businesses in her PR and marketing career. Her CV is impressive. Before founding her company she enjoyed an eight-year role at film and TV international PR agency, DDA. She held a seat on the board and became managing director having founded the company’s first brands division. Anderson reels off a host of companies she worked with including Lexus, RedBull and Swarovski. In an earlier role at global PR agency Porter Novelli she advised businesses and organisations as diverse as British Airways, Carlsberg, Proctor and Gamble, the NHS, the Home Office, the

It is about playing to both partners’ strengths: producers are excellent storytellers, while brands are exceptional marketers. are excellent storytellers, while brands are exceptional marketers.” Anderson, 37, talks with great enthusiasm about films such as Blood Diamond and Philadelphia: “Productions that have changed the world.” They are the kind of awarenessraising stories she wants her clients to be involved in telling. they need to create their work; the brand co-owns the content and as a result can monetise its sponsorship costs. They also get a cut of the box-office takings. It is an approach that goes far beyond traditional ‘product placement’ – putting a particular make of car in a film shot or ensuring the star wears a recognisable brand of watch. As executive producer, brands can market the whole process from pre-production to release

Anderson’s organisation was involved in the movie ‘Manto’, starring Nawazuddin Siddiqui, which was produced by software giant HP, and premiered in Cannes last year. The true story of Saadat Hasan Manto, the acclaimed IndoPakistani writer, has now been seen by millions of viewers on Netflix, which Anderson describes as a “game changer” for the industry. Anderson describes her role

Department of Health, and Disney. Anderson began her career in New York, working for CoachUSA’s subsidiary Greyline New York Sightseeing (GNYS) and with their partners Cingular Wireless. She was Marketing and PR representative and reported directly to the Executive Vice President of the North East Region, CoachUSA and the GNYS Board. From the very beginning of her career Anderson had a driving ambition to work in the film and entertainment sector. She recalls her fascination with movies as a young girl in Scotland, watching films with her grandmother. The classic musical romance ‘Gigi’ still stands out. “We loved the musicals,” she says. “And Indiana Jones.”

A MATTER OF LIFE OR DEATH In Touch member, Keith Webb has helped mastermind a successful Dragons’ Den bid, become part of the Seven Bro7hers brewing success story and worked with a Mercury prize-winning rock band. 2011 was told he had only 12 hours to live. He was subsequently off work for six months but within two weeks of going back he was put in charge of Conviviality Retail (formerly Bargain Booze) and was part of the management team that successfully floated it on London Stock Exchange’s AIM market in July 2013. But by then he was becoming unhappy – and a visit to his GP underlined his change in philosophy which resulted in him setting up his own consultancy business in 2014.

It took a life-threatening condition to prompt the career change which has brought so much success and enjoyment for the former Bargain Booze MD. As an up-and-coming young businessman, Keith Webb took time out to complete the New York Marathon in 1986. Exactly 30 years later, he completed the event again – but the journey he embarked on in the intervening years, and a brush with death, made him realise he was disillusioned with the corporate world and led to a change in his priorities. Webb, now 62, contracted sepsis through a routine hospital procedure and on November 7,

Webb says: “Faced with a massive workload and all the stress that goes with that, I realised that you are a long time dead. I wanted to do things that made a difference and with an element of enjoyment. “I didn’t like the culture, mindset and mentality of the world I was in and I decided to step off the bus. I’d been for my annual check-up with my GP and he asked me if I had a pension. I said ‘yes’ and he said, ‘Why? You won’t get to draw it with the way you are going on.’ “In 1986 I ran the New York Marathon, the third of my marathon runs, so I decided to set myself a goal of sorting my health out, as well as my professional life, and running it again in October 2016, exactly 30 years after I did it the first time. “I’m pleased to say I did it and also ran the Chicago Marathon last year too.”

Born in Hull to parents who worked in the fishing industry, Keith’s first job was as a bank clerk for the NatWest Bank but after four years he was bored and needed a new challenge. A man who came into the bank every day, and who Keith went for an occasional drink with, mentioned he was leaving to work in the oil industry. Webb asked his acquaintance to get him a job too – nothing happened but a year later the man

I now see my business as sector agnostic, in that our experience can apply to any type of company and any sector. got back in touch to say he had got Keith that job. He says: “I moved up to Shetland and worked in administration there for three years, which proved to me I was capable of taking on any challenge and doing anything.” On his return to Humberside, he began working as a retail salesman with his father and then got a job as a buyer for a small local supermarket, which was the start of a retail journey which included working with retailers and wholesalers such as NISA, Spar UK, Kwik Save, One Stop and J Sainsbury. His first client after becoming a self-employed business advisor and setting up Aiden Associates with wife Pam, an HR expert, was the IT provider used by Bargain Booze, advising them on a

change programme which improved procedures. He says: “I have never lacked confidence but taking the plunge was tough, although selling my shares when I left Bargain Booze gave me a degree of financial security while I built up the business. I’m grateful for that buffer, which I realise not everyone who goes it alone has.” From there Webb began to branch out and look for enjoyable and exciting challenges. He says: “I now see my business as sector agnostic in that our experience can apply to any type of company and any sector. I am working with three IT companies at the moment and Pam with a business services provider. “But at the start I decided that my strong point from a business perspective was alcohol and I wanted to look for a new, small, ambitious business I could engage with. “We spotted a crowdfunding round for Seven Bro7hers Brewery in Salford Quays, Manchester. I met them and invested in the business and over time they began to tap into my experience in the sector.” Then one day in the Seven Bro7hers Beerhouse bar in Ancoats he was introduced to the founders of Didsbury Gin and over six months he helped them develop an idea on an iPad to a product range with a full business plan. It was about that time that the BBC was asking for applicants for Dragons’ Den. He says: “When you see the finished programme, each applicant gets about 15 minutes but what you don’t see is that the Dragons spend about three hours doing a full interrogation and trying to pull your business plan apart. “So for Jenny Campbell to invest £75,000 in the business was a major achievement in the growth of the business and I like to think I helped them get to a position where a Dragon wanted to invest.” The Beerhouse also played a major part in the work Keith has done

with 2018 Mercury prize-winning rock band, Wolf Alice. Webb explains: “My wife is continually badgering me to update my musical playlist and get into modern music. One day in 2015 she played me a Wolf Alice song and it pressed every button I had musically. “We went to see them in concert as a family and started contacting them on Twitter inviting them to the bar. “Then last year they were supporting the Foo Fighters at the Etihad and at about 10.50pm one night I got a message on Twitter saying: ‘We are in the bar, where are you?’” From there the relationship grew, the band suggested a Wolf Alice beer and Yuk Brew, a 4.3 per cent craft lager named after the band’s song Yuk Foo, was launched. As Webb’s new ventures grew, less than four years after floating, Conviviality appointed administrators. He says: “Someone once told me that the key to business is knowing when to declare victory and leave. I like to think that’s what I did with Bargain Booze and I was able to leave with my reputation intact. “But having a serious condition like sepsis and realising that, on my return to work, I was in my late 50s and not very well is the thing that made me get off the bus – and I’m so glad that I did.”

Each applicant gets about 15 minutes but what you don’t see is that the Dragons spend about three hours doing a full interrogation.

SETTING THE TONE FROM THE TOP Vicky Reddington, an experienced consultant and co-founder of Amplified Group, an organisation that specialises in energising organisations for change, explains why there is an increased need for boardroom agility in our ever-changing world. The pace of change in the way we live and do business is only going to increase. And that makes it more important than ever to consider ‘human interaction’, starting at the very top of any business. Outside of work we only need to look at how technology has impacted on our lives and how we consume music and information, shop, bank, book holidays and restaurants and receive the latest travel updates. The list continues, and if you think this changing landscape won’t impact your business, you’re going to be in for a shock. 5G is just around the corner and will be capable of supporting one million devices and appliances per square km. Around 55,000 people from around the world descended on the UK’s capital for London Tech Week at the beginning of June. London is a tech hub for the world and 20 per cent of jobs in the UK are now in technology. The implications this change will

bring cannot be avoided. The Fourth Industrial Revolution is a reality – and yet, can you believe some boards still only have one strategy meeting a year! Just as society is finding new ways of doing things, boards also have to move with the times too. This is recognised in the Financial Reporting Council’s revised codes of governance, which all lead with purpose, vision, values and culture. However, it is vital that within all the fast-moving change we don’t lose sight of the important role that human interaction still plays in any effective business strategy. I would argue it is even more important than ever that we consider the critical importance of having an empowered workforce in what has become the ‘age of urgency’. Businesses need a board effectiveness methodology that really transcends all levels of the organisation.

The key is one board, one vision, one strategy, contributed to by all, through robust discussion.

With so many disruptors coming from left field, the need for diverse opinions, perspectives and experience, and having an empowered workforce, is what will enable innovation.

The Tone must be Set from the Top Businesses need to recognise the need for robust debate in the boardroom with the right balance of support and challenge. The key is ‘one board, one vision, one strategy; contributed to by all, through robust discussion. The tone must be set from the top – having an empowered workforce that has clarity of vision, purpose and values that are recruited against, lived every day and rewarded - not just put on a poster in the kitchen for people to ignore while they make the coffee. In a successful business there is a process for everything and yet, when we put together a team or a board, we just hope they work. Well, the good news is that there is a process for building them.

It is vital that within all the fast-moving change we don’t lose sight of the important role that human interaction still plays in any effective business strategy. healthy conflict, commitment and accountability is one thing: the achievement of results.

Operating System for Boards Microsoft describes these behaviours as the ‘operating system’ for teams. You need to know how to install it and for it to become effective, it needs to become muscle memory. You probably know what skills and experience you need to balance your board, but where you may need help is to transform those talented individuals into a united and cohesive board, minimising dominant contributors and ensuring there is the required contribution from every board member.

Let me introduce you to the five behaviours of a team. This could quite easily be the five behaviours of the board. 1. Trust – When team members are genuinely transparent and honest with one another they are able to build vulnerabilitybased trust. Reconnect as human beings and realise no one is expected to be perfect and have all the answers. That is why there is a board! 2. Conflict – When there is trust, team members are able to engage in unfiltered, constructive debate of ideas. Avoid artificial harmony and group thinking;

robust debate is required to surface the best ideas.

Once you have this, the next stage is to ensure the board are all aligned – when you are working at such a pace of change, it is critically important that there is not a degree of separation on direction and priorities.

3. Commit – When team members are able to offer opinions and debate ideas they will be more likely to commit to decisions. This has to start at the top to ensure clarity; there is no room for ambiguity.

So many organisations we work with are very clear on what they do, but not why they do it. This leads to uninspired employees and also does not provide the vision needed for a company to be sustainable and thrive in the future.

4. Hold One Another Accountable – When everyone is committed to a clear plan of action, they will be more able and willing to hold one another accountable.

Finally, the elephant in the room in all of this is that boards have so much responsibility and yet they do not meet often enough to build the trust and relationships.

5. Focus on Achieving Collective Results – The ultimate goal of building greater trust,

So make time! In the long run the benefits will be worth it many times over.

Vicky spent 20 years working in global and European leadership positions in top 10 global software businesses Citrix and VMware, which are leading the digital transformation.

IN TOUCH MEMBER PROFILE

TAKING A GLOBAL APPROACH In Touch member and portfolio non-executive, Rob Fryer, tells In Touch with Business the differences between UK and US boardrooms and how he has acclimatised to delivering results on both sides of the pond. You have lived and worked in many parts of the world. How did that happen? I spent more than 40 years at Deloitte, many of them as a partner. The firm operates all over the world, as do many of the firm’s clients. All my moves were connected to my work. I now live in the USA but have also lived in the UK (where I was born), Continental Europe and South Africa. I have spent a lot of time working in Latin America, Asia and Australia without living there. I have done business in more than 60 countries. What differences do you see in terms of Corporate Governance between the UK and USA? The biggest difference is that, in the US, the CEO will typically also serve as Chairman of the Board of Directors of a listed company, whereas in the UK that would be rare. The vast majority of British companies have an independent chairman. Another difference is in board composition. In the US, the CEO/Chairman will normally be the only executive director, the rest of the board will be made up

of non-executives (or “outside directors” as they are called). In the typical UK listed company, the board will be a mix of executives and non-executives; it would be rare for the CFO not to have a seat on the board, and you sometimes see as many as four executive directors. You are now an independent consultant and non-executive director. What was the transition like? It was a challenge going from a situation where you have thousands of colleagues to one where you are selling yourself, not your firm with all its resources, and doing all the work yourself instead of delegating much of it. Networks become so important when you are a self-employed consultant, and this is why I became a member of In Touch. Networks can help both to bring in business that fits your skillset and assist in obtaining the views of others on business issues you encounter as a consultant. What type of work do you do as a consultant? I am a Chartered Accountant

and US Certified Public Accountant. I provide advice on accounting issues under US accounting standards (US GAAP) and International Financial Reporting Standards (IFRS) used in most other countries. I have vast experience working with the mining industry all over the world; however, I am comfortable working with most industries. While I live in the US, I travel extensively and will consult anywhere. My experience also includes corporate governance, internal controls and risk management. How has In Touch helped you? I have enjoyed a couple of non-executive director roles with mining companies listed in London but found it difficult to secure appointments in the US. In Touch recently brought two opportunities in the US to my attention. Both are start-up situations that look exciting. Furthermore, now that you have established a US team based in Chicago, I look forward to expanding my US network with help from In Touch.

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WHERE DOES RESPONSIBILITY LIE? As a leader in sustainability in the hotel and leisure industry, Hervé Houdré believes that Corporate Social Responsibility could define the future of businesses globally. Our increasingly environmentally conscious society is looking more and more towards businesses to be the leaders in sustainable development. According to the 2017 Cone Communications Corporate Social Responsibility Study, 63% of Americans are hopeful that businesses will be at the forefront of social and environmental change moving forward. But what is Corporate Social Responsibility (CSR) and how could it impact the future of your business? CSR is derived from the

concept of Sustainable Development, first defined in the 1987 UN Brundtland Commission Report: “Sustainable Development: meets the needs of the present without compromising the ability of future generations to meet their own needs.” Hervé Houdré, an In Touch member based in New York City, and leader on sustainability within the hotel and leisure industry, says it is no longer a question of “should” companies incorporate CSR strategies into their business models, but “why” and “how”.

In the world of instant information, consumers know right away if a business has a negative environmental or societal impact.

With more than 100,000 people walking through his 5* hotel lobby every year, Hervé realised it was crucial for the hotel to showcase what it was doing to be sustainable. Over his 40-year career, his passion for sustainable development has grown exponentially, and today, he utilises his experience with hospitality CSR strategies to bring attention to what we all, as business leaders, should be doing to protect the planet – if only so we can hand it over to future generations with pride.

Guaranteed Good Governance From his experience, Hervé explains how a CSR strategy not only positively impacts social, economic, and environmental factors, but also works to guarantee good governance, reduce costs, increase revenues, mitigate risk and strengthen a company’s image on a global scale: “In the world of instant information, consumers know right away if a business has a negative environmental or societal impact. With a genuine and relevant CSR strategy in place, boards can take comfort from the fact that if an incident were to occur, the shareholders and the public would know that the company took all of the necessary steps to prevent it, mitigating the long-term effects of a potentially damaging PR event.” A CSR strategy ultimately creates visibility, transforming businesses into environmentally and socially conscious corporations that consumers can feel proud of doing business with. Hervé also identifies an increase in

shareholder value as a consequence of a good CSR strategy, noting that a focus on energy efficiencies automatically saves money and attracts a greater range of clientele, increasing revenue and investors’ return as a result. Another notable outcome is the pride that employees develop working for a responsible company, as well as the associated savings in terms of employee turnover, training, quality consistency, and recruitment costs. As the board is the ultimate decision-maker, the key moment for sustainable development within business is when the board decides to fully commit to a CSR strategy. When approaching the development of a CSR blueprint, Hervé advises boards to start by measuring their organisation’s impact on the environment and their communities. They should collect as much information as possible in terms of what the company could do through the adoption of energy-efficient practices and reduction of their carbon footprint, as well as look at what other businesses in their sector are doing to promote sustainability. He cites Kering and Apple as two companies that are taking their sustainability leadership role extremely seriously.

The key moment for sustainable development within business is when the board decides to fully commit to a CSR strategy. Hervé also suggests creating sustainability committees at both board and executive levels. To take it a step further, hire a VP/Executive Director of Sustainability to ensure execution and accountability. CSR benefits not only

businesses but the planet and its communities, protecting companies from risk by redirecting their focus to the minimisation of their negative environmental impact. With a new environmentally friendly focus, organisations optimise their positive social impact on their stakeholders, including those involved in their supply chain.

Are CSR strategies only limited to environmental policies? According to Hervé, building a strong social responsibility pillar is just as important in balancing the whole strategy. Start by asking how your company can give back to the communities it impacts, including your associates. As an example, one of the hotels he ran in Washington, DC financially supported a local charity that was hiring young people from an underprivileged community to clean the Anacostia River of its pollution. The funds came mostly from the savings the hotel was making from the linen/towel program that exists in most hotels. Therefore, the triple bottom line of profit (savings in this case), people and planet was fulfilled and the hotel gained significant recognition as a direct result. The United Nations’ 2030 Agenda for Sustainable Development and its 17 sustainable development goals offers a fantastic platform for companies in every sector, whether for profit or non-profit, to review its sustainability. Hervé hopes that one day soon it will become a universal certification. Currently, the B Corp certification is a recognised endorsement that is finding growing interest from companies of all sizes. Moving forward, sustainability within business practice – across all sectors – will be an inevitability. As Hervé says, sustainability isn’t here to stay – it’s here to grow.

GROWING IN INFLUENCE People love a bargain. And that’s the driving force of two entrepreneurs who are changing the way people shop with an army of working mums behind them. Gary Hunter and Sam Morton are regarded as two of the biggest influencers in the UK retail arena and together they are a force to be reckoned with. They founded their company Redu in 2014 and its revenues have grown from a standing start to more than £2.5m. A large part of their success is down to the army of working mums they employ to seek out bargains and high street savings which are of interest to the growing number of visitors to their websites and users of their app.

Redu works and partners with some of the biggest names in retail including Asda, John Lewis, Very, Prettylittlething, TK Maxx and Boots. Redu now has more than 1.5 million followers who shop online. And its new business venture, called ‘Reward Me Now’, is an app they have developed that guarantees those shoppers high street savings that can’t be found anywhere else. One of their earlier products, Ashleigh Money Saver has been described as the UK’s leading shopping influencer. Hunter, 41, and Morton, 42, are both from the North East of

England and their marketing and tech business, with a 26-strong workforce, is based near the beach in Seaham on the County Durham coast. Last year the pair were named on a list of the UK’s most ambitious business leaders. And speaking to them it’s easy to understand why. The business began life with a simple concept, as Chief Executive Hunter explains. “It’s finding bargains and putting them on social media, helping people get the lowest price for brands and products.” Today Redu works and partners with some of the biggest names in retail including Asda, John Lewis, Very, Prettylittlething, TK Maxx and Boots. They get a commission on what they sell, but the business ethos remains the same as it was on day one. Morton, who is Chief Commercial Officer, says: “We are independent and if we don’t think a product will work for our audience, we won’t put it out there. The customer always has to come first.” That customer is predominantly female and Morton says its

team of ‘bargain hunters’ reflects that. “We’ve got a lot of mums aged from their 20s to mid40s working for us. They really understand what our audience is looking for and the deals they want.” The make up of the team is reflected in the way the business works – with flexible working at its heart. The pair have eight children between them and understand the demands of juggling family and work. “We want to employ people that reflect our audience, but to do that we realise we have to be flexible. You don’t have to be chained to your desk from nine to five,” Morton says. “We work around the school run and let people work from home in the afternoons. People enjoy working here so they do an amazing job.” The pair are excited by their new “Reward Me Now” app, and its potential. Using the app members can access more than 150 high street and online brands – finding discounts and bargains from fashion to food. It also lets shoppers save

We work around the school run and let people work from home in the afternoons. People enjoy working here so they do an amazing job.

money when buying goods on the high street using a reloadable discount card. Hunter says: “If you are a member you can get discounts ranging from six per cent up to 30 per cent all year round. Our figures show we can save an average family between £700 and £1,200 a year.” The pair are described as influencers – but what they do

is a million miles away from the general perception of the role: a minor celebrity endorsing fashion or other products through their online activity. Hunter says: “You follow them to see how good they look. Our audience is different, it is following us because of our deals and bargains. That’s why they are engaged.” When it comes to future

growth the pair have their eyes firmly focused overseas, with Australia, Canada and the US in their sights. “With so many international retailers, there is no reason why we can’t move into those markets,” says Morton. “The thing is to get it right here in the UK and then look to expand but we do really think there is no limit.”

STRIVING TO MAKE A DIFFERENCE Holly Lynch is an award-winning leader in strategic planning, a two-time cancer survivor, and a passionate voice for the most vulnerable New Yorkers. Lynch grew up on the Upper West Side and works to help bring about positive change in healthcare outcomes, climate protection, and sustainable products for major brands and organisations. She is looking to run for Congress in New York in 2020 as a Democrat. Tell us about your career. My background is in advertising, strategic planning, and brand communications. I also started a company called The 85 Percent, helping gender equality in Start Ups. The name is because women make 85 per cent of the purchasing decisions but women were not getting the funding that they needed so I was helping to drive that. Why are you campaigning to run for Congress? After fighting cancer twice, I realised how broken the US healthcare system is. I joined Hillary Clinton in her run for President in 2016 but was then diagnosed with cancer for a second time and it was meant to be terminal.

Iâ&#x20AC;&#x2122;ve lived through some traumatic experiences but when I got sick I then started to realise that the system was not set up to succeed for most people. NYC has also declined from an environmental perspective over the last 15 years and there is a lack of governmental attention to environmental issues as well as healthcare. NYC is prone to hurricanes like Sandy - it could cripple the city again. Transportation is an issue as well and poor and vulnerable areas in the city are affected the most. How has the process been so far and what have been the challenges? The process of starting a political campaign is like starting a business. Right now it is Democratic women challenging Republican men - although not a lot of Republican men (or women) are in NYC. We need election reform here but the old establishment is hard to challenge.

How did you get on your first board? I decided while I had cancer that I had not done enough. I received a note from The Harvard Club through the alumni network encouraging me to apply to boards. I knew what I wanted and reached out directly. What advice would you give anyone looking for a board role? Pay attention to what is going on in your backyard. What are the problems that face your community? Make it personal. You need to bring in new energy and ideas to these boards. Showing your energy and interest is really important. Pitch yourself! What are the causes that are important to you? Challenge them and address them. What are you doing next? I launched my campaign at the end of July and have been hosting events from then on. Go to Hollylynchny.org for more details.

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LEADING FROM THE FRONT Senior In Touch executives Karlie Jelly and Naomi Kent are passionate about the advancement of women in the boardroom on both sides of the Atlantic. And as they share the story of their business journeys, they remain determined to lead from the front. DIVERSITY WILL DELIVER BOARDROOM MAGIC Karlie Jelly is in no doubt that much more needs to be done to deliver diversity in the boardroom, with a number of businesses still playing lip-service to the idea. She talks of some of them having a “token representative” in the boardroom and stresses that is just not good enough. “The boards I’ve seen embrace diversity are already reaping the benefits,” she adds. “Having a diverse board is the magic in creating a successful business.

The boards I’ve seen embrace diversity are already reaping the benefits. “Diversity brings a wide range of perspectives and ensures the right business strategy is created and executed. Having multiple views on possible outcomes makes for a robust decision-making process.” So what does she believe are the major barriers facing women as they look to develop their careers? She responds: “The unconscious bias still surrounding women

in board positions. Can we make a decision – of course we can! Can we have tough conversations – absolutely!” Jelly has spent her career decision making. She has been Managing Director at In Touch since November last year, stepping up from her Chief Operating Officer role. The 34-year-old mother of a two-year-old daughter who has a supportive fiancée was born in Blackpool. She left school at 16 to get a “proper job” at the local branch of the RBS bank. She spent 15 years building her career at the RBS, moving up to senior level before joining In Touch in late 2017. And when not in the In Touch offices in Manchester, she can be seen attending horse shows all over the country and “having lots of fun along the way”. She says of her career progression: “I did not have a clear career path in my mind when I started out. “This came over time as I matured with experiences and tried new things. I used to think that by simply working harder and delivering more I would progress up the career ladder. “The turning point came with the understanding that it is not just about working hard but also

about how you work and how you measure success. “It’s about giving myself the permission to experiment with my career, take some risks and know I would always learn something no matter what the outcome. “Mistakes and challenges are a chance to learn and grow rather than something that hinders you – I learnt quickly to not fall into the trap of looking too much into the past, pick yourself up and move on.” And her best tip for people that are looking to build a career as an exec or in senior management? “Be yourself, don’t sweat the small stuff, always review bang for buck across the business,” she replies. “Be risk, people and customer obsessed! Wherever you are and whatever you are doing, be a role model, practice what you preach and engage your teams to reach for the stars. “Embrace all learning opportunities throughout your career as they are the building blocks you need to create a solid foundation. “The other tip would be to have a strong support system, recruit the best people and motivate them daily – a business mentor is also a must.”

SHOW PASSION AND CONSISTENCY Ask Naomi Kent to list the vital ingredients required of people looking to build a business career at senior level and she’ll tell you simply “consistency and passion”. Kent is In Touch President in North America and has displayed both in an impressive career that has seen her work across a wide variety of industries internationally. She says: “You need to love your industry and be passionate about what you sell or produce. “You also need to be consistent - whether it is consistency in the quality of the work that you produce or how reliable you are on a consistent basis.” Kent was born in Jakarta in Indonesia. Her nationality is half American and half British and she was educated internationally and in the UK. She moved to New York City in 2006 working for BoardEx, a company that builds intelligence data on more than 700,000 high level board members and executives. As a director in the company, she

ran its client service division for five years and consulted with top financial institutions, legal and consulting firms worldwide for more than a decade. Before that she worked in London, Paris and Madrid. And today she is based at In Touch’s office in Chicago, growing its presence and profile in the US. Throughout her career she has been passionate about the advancement of women. Kent says: “I’ve been on a few Advisory Boards and also on a non-profit board. We always strived to bring diversity of thought, background and culture to the board. “And by doing this we naturally created a balance on the board. I believe that a balanced and diverse board creates more effectiveness over time due to the variety of ideas and experiences that contribute to problem solving and risk avoidance.” Getting the right culture in a business is also vital, she adds. “As a leader, it’s my number one priority.

“Happy employees make our members and customers happy! The In Touch team in Chicago are high-energy with an entrepreneurial spirit and a wicked sense of humour.” That high-energy level can be seen when she is away from the office. Kent scuba dives, has completed two Ironman Triathlons and last year achieved a life-long ambition to see the great white sharks in Guadalupe. When we speak she is getting ready for a half-iron race in Chicago and is making plans for a dive in Lake Michigan later in the year. Over her working life Kent has also learnt valuable lessons from some of the “best business leaders and entrepreneurs”. Again team building features highly. She says: “The chairman of a company I worked at a few years ago had incredible emotional intelligence. His style and skills have taught me a lot about how to build teams and credibility with clients.”

Getting the right culture in a business is also vital. As a leader, it’s my number one priority. 57

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UNLOCKING POTENTIAL FOR SMES Everyone loves a challenge, and one route for already successful business people often leads them to a non-executive director’s role. We think that becoming a Business Doctor can deliver much more. Here’s why… £50m). They tend to be the companies that have active boards and, therefore, need directors to assess progress, develop poilices and appoint senior personnel. What this means is that 99% (some 5.6m UK businesses) are described as SMEs. Crucially, although the net number of firms is growing, each year many fail and cease trading. There is an opportunity to support them.

How can Business Doctors help? For many, targeting a NED position is the next step after years in business. It’s something to cap the CV, a new goal and something to give renewed focus. Whether it’s paid or not, sitting on a board of directors is a position of responsibility and with it comes prestige and respect. Well, unless things go wrong! But let’s focus on the positives and why people look for such challenges. For starters, it’s in the blood. Doing business, giving advice, making positive change and improving systems, processes

and organisational thinking helps people. That increases efficiencies and boosts profits. That’s just one of many reasons people are in business.

SMEs are the backbone of the UK economy There are plenty of opportunities out there for individuals looking for such challenges. In the UK, there are over five million private businesses operating. However, research from the House of Commons business statistics site shows that only 1% of these private businesses are large (i.e. over 250 employees, or with a turnover of more than

Dig deeper into the available statistics and you’ll find that the number of young entrepreneurs is increasing, especially in the 2029 age range. What does this mean? Although anyone prepared to start a business should be applauded, younger business people often need a helping hand. That’s not being patronising, it’s the honest truth. Seasoned business professionals have much to offer. Whether that’s been within industry working for a multi-national company, switching between sectors to gain maximum experience, or successfully running an SME – it’s a valuable

A DV E RT S ING FE AT URE

resource of advice, insight and understanding. Anyone who has been involved with running a business will acknowledge their strengths and weaknesses – grudgingly in some cases. There is usually a core still, but that doesn’t always translate across the many disciplines required to run an evolving business. Perhaps the greatest challenge for entrepreneurs is growing their business and taking things to the next level. With a track record of doing just that, this is where Business Doctors can make a difference.

What makes us stand out? We’re not consultants – we’re business people with hands-on expertise. And that’s not limited to specific market sectors; Business Doctors apply core principles that enable people to

identify and achieve their goals. There’s no hard sell. We ask people “why” they are in business and what they want to achieve. Then we help them form a strategy that delivers. Ultimately, we add value.

What will Business Doctors offer you? Business Doctors isn’t a random collection of individuals. We are likeminded, high-calibre business people that share the same values and approach to business. Through our partnership with In Touch we meet people who are not only looking for the next challenge, they are ready for it. There’s a shared passion for business and making a real difference. There’s a desire to pass on knowledge gained from working in larger businesses to help SMEs fast-track their own growth.

We’re here to make a difference. Our goal is to support the biggest contributors to UK growth – SME business owners. The Business Doctors brand provides a framework that helps align years of experience with the business needs and personal aspirations of entrepreneurs. We help you build trust and create conversations that lead to positive outcomes for business owners. Our well-established continuous training and development opportunities will get you started, with classroom, in the field and online webinars to give ongoing support. Then regional and national events ensure that you develop with the Business Doctors team. If wanting to actively help a range of SMEs is the kind of challenge you’re looking for, Business Doctors could be the perfect match for you.

To find out more about the opportunities offered by Business Doctors contact Ben Davies on 01744 833778 or email ben@businessdoctors.co.uk

COUNTING THE COST OF INEQUALITY Aside from the obvious moral considerations, there are some pretty big reasons economically why equality makes sense. Hannah Cotton, director of EquALLIES, which promotes equality and inclusion through the talent pipeline from early years to the C-Suite, reels off the figures. The numbers are massive. Gender inequality costs $160tn globally and in the UK failing to address disability discrimination costs £249bn. Socio-economic inequality costs £39bn, LGBTQ+ purchasing power alone is valued at £6bn and the racial pay gap is £3.2bn. Cotton calls on everyone to take the time to consider what equality looks like and asks: “Most importantly, where are you?” It’s a question she says is vitally important in the times we find ourselves living. And she poses a number of challenges to businesses. She says: “In these increasingly divisive times, too often, equality and inclusion are misunderstood as promotion of ‘otherness’ to the detriment of self. “It leads to talks of walls in the United States, protests outside schools in Birmingham in the UK and Brexit, the largest political divide Britain has ever encountered.

“By failing to review inequality with an inclusive mindset, segregation deepens. We actively construct barriers to equality by excluding ‘otherness’ and build segregated inclusion initiatives. “Further division ensues as white, straight men feel excluded from the conversation. “So, inclusion initiatives must engage with your entire workforce, in order to understand the barriers to inclusion for everyone. As leadership expert Mike Robbins explains, bringing your whole self to work benefits us all. “This is more than a pitch to recruit ‘Male Allies’ - an important and valuable part of the voyage towards equality. “More importantly, this recognises that the engagement of your whole talent pipeline, workforce and customer base is critical to maximising productivity.” Cotton says that inclusive environments embrace the individual, not the label. And she adds: “They understand the value of individual strengths under authentic leadership. They identify and challenge stereotypes that harm.

They embrace and empower difference.” Cotton says that in male dominated industries in particular, all of an organisation’s staff need to navigate “the complexity of equality”. “The Equality Act 2010 is not an opt-in,” she points out. “So ask, in the wake of #MeToo, how are the men in your workplace responding? “Do they understand the concerns raised by women and are they informed to respond appropriately? Or are they disengaging, fearing that they have no place in equality conversations without making themselves vulnerable?” She adds: “Furthermore, potential is released by gender lensing both ways. Continue the recruitment, retention and reward initiatives of minority groups but also consider, how does gender impact on presenteeism, mental health, substance abuse, bullying and harassment costs to business? “Ultimately, all staff need to be educated and informed of their rights and responsibilities and men and women may require different approaches.

Ultimately, all staff need to be educated and informed of their rights and responsibilities and men and women may require different approaches.

“Ask yourself whether your policies and inclusion initiatives are balanced. Cast off the labels of ‘Victim’ and ‘Oppressor’ and promote the value of authentic strengths of individuals as ‘Equal Allies’. “True equality is possible when we view ‘otherness’ as something to respect and value; irrespective of what you keep in your underpants, who you decide to show it to and what the colour of your skin is. “True progress lies in our individual and collective ability to understand that ‘otherness’ is to be embraced by us all. And yes, that includes you!” Hannah Cotton’s roots are in Law, Finance and Global Transformation. She focuses on human interaction and unleashing potential in the age of automation. Consulting to real estate, finance and luxury goods and not-for-profits, clients include the University of Cambridge, the Fawcett Society and Barclays.

In these increasingly divisive times, too often, equality and inclusion are misunderstood as promotion of ‘otherness’ to the detriment of self. Hannah Cotton Director of EquALLIES

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ISSUE 02 MAY 2019

Revolution In The Air Why Britain must lead a brave new digital world Juergen Maier, CEO, Siemens UK

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