Non-Executive Directorships

Tim Worrall currently chairs four SME Boards, each with a turnover between £50m and £200m, and after 16 years has recently retired as a Governor/Director of an independent school in the charities sector. He understands the key difference between non-executive and executive roles as well as carefully differentiating between the roles of shareholder, director and employee.

Board meetings typically occur quarterly or bi-monthly, although Tim provides support by telephone and e-mail, in addition to important one-to-one meetings with the CEO/MD between board meetings. The purpose of these interventions is to ensure that executive management maintain their focus on operational improvements, as well as longer-term strategy.

Stephen Shepherd is involved with two boards as a non-executive director. He has also advised two other boards on business management, organisation structure and strategy, bringing his extensive experience with Volkswagen Group UK and an acute financial brain to bear on issues in the motor retail sector.

Ask Me a Question

Please feel free to contact me using the form to the right. Alternately there are a few FAQ’s below which may help.

Where are you based?

We’re based in Cheshire, England, but it really isn’t relevant because we prefer to go where the client is based. For example, we’ve worked recently in Bathgate, Swansea, Burton-upon-Trent, Basingstoke, and London.

Are You a One Man Band?

No, Avalon is led by its Director Tim Worrall, but it works closely with three experienced associates who complement Tim’s strategic experience with financial and human resources skills.

Is Your Experience Limited to The Motor Sector?

We have extensive operational, non-executive and consultancy experience in motor retail, but we have worked in over 60 sectors. Recent assignments include work in mobile phones, estate agency, financial services and distribution.

Isn't Management Assessment all About Getting a Gut Feel for a Person?

We believe gut feel is important, or put another way, the personal chemistry needs to be right, but it should be the last 5% of a decision, not the first 95%. By adopting profiling and structured interview techniques, supported by referencing as appropriate, we endeavour to put a degree of science into our processes.

3 + 5 =

What Our Clients Say

You are right of course. Thanks as ever for your wise counsel… and, as ever, I find it difficult to disagree with anything you’ve written.

Executive Chairman of Client Company