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As a hard-working Non-Exec, I help ambitious companies define and achieve critical objectives; based on an improved understanding of their start points, prospects and potential. Confidential, impartial and objective support is combined with the creative insight that comes from having advised many such businesses, across sectors, and through various economic cycles.

I help each client unlock its potential through a careful process of engagement with stakeholders. This is done with a blend of professional rigour, efficiency and due sensitivity; in pursuit of agreed goals. In my experience, a collaborative bridge-building approach works best, nurturing the requisite skills and positive team attitudes that underpin the most successful of businesses.

Preparation, planning and review processes are vital. Plans which are subject to external scrutiny and regular updating will gain credibility, and be more likely to convince sceptical funders and investors. With many of the factors that drive today’s results becoming ever less predictable, effective business planning is even more essential for survival and growth, post-credit crunch.

Do you have an objective, honest ‘sounding board’ that relates well to you and your business? Studies suggest that companies of all sizes, and owners/senior managers within those, benefit greatly from a well-qualified Non-Exec – acting as a ‘diplomatic catalyst’ for change and growth. Such businesses out-perform those which lack a financially savvy and consistent external viewpoint.

For any of the above to work, the chemistry will have to be strong, and the key relationships based on shared understanding, mutual trust and effective communication. As your Non-Exec, I will always support you through required change and/or growth by keeping you focused on the awareness, acceptance and actions required to deliver on your objectives.







“Your experience and wise counsel was immensely helpful to us in all circumstances, ensuring that we achieved our goals.”

Rob Cameron - Chairman, Flag (now a Computershare PLC group company.

I was referred to Rob by Sir Kenneth Corfield, my former Chairman at Octagon Euroventures).

“You not only told us what to do, you showed us how to do it.”

Lawrie Izzard - Managing Director, Omar Homes Group. (I was referred to the Omar Homes Chairman by Robert Ferguson, then Senior Partner KPMG East Anglia).

“Without your assistance the company may never have survived.”

 John Angel - Managing Director, Percom. (An Octagon Euroventures Investee, where I served as locum FD, stabilised the business, recruited an FD and reverted to an NED role prior to its acquisition by NatWest Centrefile.

“You portrayed much hard-won experience and I greatly enjoyed seeing through the eyes of a complementary area of our profession.”

Keith Gummery - Deloitte partner, now a senior finance executive (after a presentation I gave, that he had organised).


At the first meeting, I listen to your views of the important issues, in complete confidence and without obligation on either party. This generally proves helpful, revealing benefits and reassurance for prospective clients. I accept roles only where an appropriate level of client benefit can be clearly envisaged.


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