Meet Adrian – our board development and resourcing pro
‘There’s no typical EO business, no typical EOT, no typical EO culture and that makes my work with JGA very interesting’. So says our Associate Adrian Wheale, whose specialist focus doesn’t ‘just’ cover executive selection but spans ongoing board development too.
And he loves it. Why? Because whether it’s corporate governance, executive resourcing or the need to strengthen board effectiveness, ‘it’s always about the people’, Adrian says.
‘It’s the opportunity I have to add value that matters. The fellowship of my colleagues, the engagement of our clients, the real people / real time nature of the work we do – at JGA, these are all the things I most enjoy.’
Developing an effective executive team
Good news then that demand for the specialist board support Adrian provides through JGA is growing, and his diary for the months ahead is already filling up.
Adrian (far right) with other members of our team
This is being driven (in part) by the economic climate, which is stress-testing many businesses, overstretching leadership experience and affecting some companies’ ability to raise funds. It’s tough out there right now.
Yet that makes Adrian’s extensive commercial, governance and board-level (Chairman, MD and NED) experience particularly relevant, and is fulfilling work for someone who thrives on variety.
‘Being the catalyst that crystallises boards to become better boards, and stepping up people to that board, is different every time because of the personalities and pressures involved,’ he explains.
Striking a balance between the executive and trust board
‘The better the Trust Board the better the EO model and getting the balance right between the Executive and Trust Board is a ‘real time’ challenge… It’s not an easy gig and if you’ve never been on a company board you may not have the skills or experience required’
Adrian Wheale, JGA’s board development expert
‘In an EO business, I’m interested in the dynamic between the different stakeholders: the company vendors, the executive team and the Trustees. Often, the executive team is an important stakeholder, yet it may not be recognised as such or it could be struggling now that the founder/owner is letting go.’
He is quick to point out that the Trust Board is also very influential. ‘It’s a cliché’ but it’s true: the better the Trust Board the better the EO model,’ he confirms, ‘and getting the balance right between the Executive and Trust Board is a ‘real time’ challenge.
‘There has to be a tension because one board is running the business on behalf of everybody and the other is ensuring it’s run on behalf of the trust beneficiaries. It’s not an easy gig and if you’ve never been on a company board you may not have the skills or experience required.’
Working with a diverse EO sector
Adrian’s background isn’t in EO, but since becoming an Associate with JGA he’s quickly gained a ‘good handle’ on the complexities involved. He’s also been ‘pleasantly surprised and stimulated’ by the variety he’s found.
Adrian catching up with JGA colleague Lisa Fryer
As he explains: ‘I knew I would be working with a diverse range of clients, motivated into EO for a range of reasons, but the variety is far wider than I imagined. We’re talking about ‘50 shades of grey’ in people here.
‘There’s no typical EO business, no typical EOT, no typical EO culture – and becoming EO is a complex move.
‘I enjoy the creative element of putting context to what each business does – how long it’s been EO, the state of play on the executive board, whether the Trust Board has already been put together and, if so, to what degree.
‘I then focus on where the need to change is most immediate. If there’s a gap, it may need an executive recruitment to fill it or ongoing individual mentoring or board development to upskill.’
JGA – the ‘people people’ in EO
In smaller organisations, the transition for the founder/owner to EO is often ‘mirrored by a second journey’, he adds, as the company moves from being product-driven to market-led.
This means that ‘future casting’ (predicting things that will have a significant impact on your business) is happening simultaneously to the transaction, presenting another challenge for the incumbent, or nascent, board.
‘All this activity requires a huge amount of mental agility from both the founder/owner and the leaders taking over,’ says Adrian. ‘This is where JGA’s flexible no-one-size-fits-all approach allows me to first understand each client’s ‘palette of issues’ and then chose the right colours to paint in the gaps.
‘I see JGA as the ‘people people’ in EO and that is reflected in our bespoke approach.’
Maintaining his focus and enjoying life!
It sounds like fulfilling work which could also (at times) feel demanding, so what keeps Adrian focused through his working day?
1. The ability to work from home and the freedom this brings regarding my family and my business.
2. The most annoying dog on the planet who crashes into many of my digital meetings! He’s a wire-haired dachshund and is a small dog with a BIG character.
3. The variety of clients I deal with, through both JGA and my own business.
4. Having had years of leading someone else’s business, then leading my own, I like that JGA isn’t my business: it’s Jeremy’s and it’s in good hands. I’m happy now to be a NED and consultant: I advise, solve problems and can multi-task.
5. Living where I do in a great urban village, with everything I need close by: a library, pub, a Waitrose and the connectivity that became so important during Covid. Even better, I can walk to the downs…
Find out more about how we can support you and your board through our transition, people and governance services – get in touch