04 / Non-executive director

Non-executive director

Independent challenge. Long-term perspective.

Board-level support focused on governance, strategic alignment and the questions a business needs to ask.

Experience that strengthens the board.

I bring experience across business growth, commercialisation, investment and exit, together with a practical understanding of customers and executive delivery.

As a non-executive director, my focus is on oversight: challenging assumptions, examining board information and helping ensure that strategy, leadership and customer needs remain aligned.

Relevant experience

My non-executive experience includes Air Control Entech, an offshore drone inspection business, supporting its early development and investment journey.

Governance development

I completed the Financial Times “Effective Non-Exec Director” programme and became an Institute of Directors ambassador in October 2026.

Board and executive roles

Oversight that supports accountable delivery.

Two responsibilities, connected by dialogue

Board levelDirection, oversight and challengeAndrew’s contribution as a non-executive: independent questions, strategic perspective and scrutiny.

Direction & challenge ↓Reporting & insight ↑

Executive levelDecisions, delivery and accountabilityThe executive team leads the business and implements the agreed strategy.

Figure 1. A simplified model of the working relationship. The arrows show a two-way exchange, while preserving the distinction between board oversight and executive delivery.

The questions that matter

Keep strategy connected to reality.

The customer

Does the strategy reflect what customers need and how the market is changing?

The team

Are leadership responsibilities clear, and is the organisation aligned behind the direction?

The information

Does the board have the reporting it needs to challenge assumptions and assess progress?

The next stage

What changes in technology, competition or business maturity should influence the decisions made now?

Relevant perspective

Commercial experience, applied at board level.

My background includes scaling international operations, supporting investment and working through exits. It helps me connect a board’s strategic discussion with the practical consequences for the people delivering it.

At Air Control Entech, I worked with the founder and technology leadership during the early development of the offshore drone inspection business, including support around its first raise and marketing introductions.

A potential appointment starts with a discussion about the business, board composition and the contribution needed. The remit should make the distinction between independent oversight and executive involvement clear from the outset.