Farrat was seeking a Non-Executive Director to advise and bring oversight to the Board as the company strives to meet its strategic goals.
We ran an extensive search, identifying NEDs with the credentials required to support the growth of a privately-owned SME engineering business. We were seeking NEDs with the EQ required to protect the heritage and entrepreneurial culture of the business whilst promoting the need for a commercial shift.
The search yielded a high-quality shortlist of NED candidates drawn from a range of B2B sectors.
The appointed NED has made an early impact, working with the Board to introduce a clear governance framework. This has helped create alignment between the owner, Board and ELT about growth plans and how to deliver them.
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Farrat is a well-established SME engineering company supplying vibrationcontrol, acoustic management and thermal management solutions toconstruction and industrial sector clients.
The business, which is second-generation family-owned, has a strong reputation in its core markets and ambitious plans to grow with an emphasison internationalisation.
Farrat was seeking a Non-Executive Director to advise and bring oversight to the Board as the company strives to meet its strategic goals.
The emphasis was on maturing the governance required to grow the business, helping create alignment between the owner and Executive Leadership Team, whilst guiding expansion into new international markets(organic and/or acquisitive).
We ran an extensive search, identifying NEDs with the credentials required to support the growth of a privately-owned SME engineering business.
We targeted NEDs with experience gained leading expansion into new, international markets.
Evidence of working with an owner, Board and ELT to shape governance was essential.
Executive experience gained across different sectors and types of business was also considered useful.
The ability to bring independent strategic oversight was essential and M&A experience was highly desirable.
Finally, we were seeking NEDs with the EQ required to protect the heritage and entrepreneurial culture of the business whilst promoting the need for a commercial shift.
The search yielded a high-quality shortlist of NED candidates drawn from a range of B2B sectors.
Candidates included NEDs with credentials gained working with privately-owned SMEs as well as larger, more corporate businesses.
Many candidates had a mixed portfolio demonstrating an ability to adapt to different contexts and requirements.
Candidates had all been involved in M&A activities and some had supported a sale process.
Candidates could articulate how they had accessed new international markets, directly and/or through distribution partners.
Candidates all understood the sensitivities associated with operating as an independent advisor in an owner-managedenvironment.
NED credentials were supported in many cases by the completion of relevant professional qualifications.
The appointed NED has made an early impact, working with the Board to introduce a clear governance framework. This has helped create alignment between the owner, Board and ELT about growth plans and how to deliver them.
The new NED is supporting the business to identify and evaluate opportunities to expand into new international territories based on local market and regulatory requirements.
The appointed candidate is also supporting a strategic review process, bringing independent challenge and commercial insight to supplement the knowledge and experience already in the business.
The NED has made a strong early impression with Executive Leadership Team members, providing mentorship and guidance inspecific areas.