I attended this course shortly after starting my first Non-Executive Director role and found David’s expertise and insight to be invaluable. The course also covers practical things such as how to go about finding Non-Executive Director roles – and so last week (6 months after I attended the course) I started my second NED role, and have an interview for a third one next week. I can highly recommend attending this course for current or aspiring NEDs.Neil Stevens Director, Sirius Partners Ltd, NED for Bristol Community Health and Stalis Ltd",
"How to become a Non-Executive Director A great introduction to the world of NEDs; well-structured and expertly delivered.Tony Gunby OBE MA FCMI, E-Commerce and Trusts Fundraiser at Helen & Douglas House",
"How to become a Non-Executive Director David is a solid expert. The overview of the role of a NED was very well presented. Highly recommended.Jean-Philippe Perraud Founder at NEDonBoard",
"How to become a Non-Executive Director David Doughty’s obvious experience and credibility, the course material and structure and the quality of attendees meant that the course was worth every penny. I now have a full appreciation of the many balls to be juggled in order to become a successful Non-Executive DirectorSunil Chadda Alternative Investments professional",
"How to become a Non-Executive Director
An excellent course giving a clear picture of the role, the skills and characteristics required, the range of NED opportunities and the various routes to secure such positions. Particularly helpful focus on shaping your CV for this sector and the key skills required. As a bonus you also meet interesting people and useful contacts. A good career investment which will hopefully deliver quick, positive results.John Hoy Independent Heritage Consultant - Hoy Consultancy; Chief Executive - Castle Howard and Owner, The Hoy 1997 Settlement.",
"How to become a Non-Executive Director I attended the 19th July course in Bristol and found it to be very informative. Not only was there a wealth of technical information provided but there were numerous case studies - based on real incidents - which were really thought provoking.I would happily recommend this course to anybody who is considering taking up the challenge of being a Non-Executive DirectorAndy Farrall Founder Director of Management and Safety Training Ltd",
"How to become a Non-Executive Director Helpful and fulsome in opening up the channel of Non-Executive Director as a career path. I know considerably more about what is required and expected now and, of real practical benefit, how to go about seeking and finding a rewarding role as an NED. Highly recommended.James Millar Company Director, Entrepreneur, Consultant, Lawyer, Trustee",
"How to become a Non-Executive Director I thought the course was enlightening and very rich in content. I particularly liked the balance of case study analysis with emphasis on a NED's key responsibility. It was well structured and I'm sure I speak on behalf of all those who were present, when I say that the course offers a great deal of value to any aspiring or even existing NED who wants to make a success of their rolePoku Osei Programme Director at Babbasa",
"Finance for Non-Finance Directors Knowledgeable presenter Good solid coverage of core financial concepts - P&L, balance sheet, ratiosGreg Watson, Chief Executive at GL Education Group",
"How to become a Non-Executive Director A well structured and presented introduction to the responsibilities, challenges and attributes required of being a NED. It was thought-provoking. I have referred back to my copious comments in the comprehensive slide hand outs many times alreadySimon C Jones, Interim Transformation Leader and Hidden Value Discoverer",
"How to become a Non-Executive Director A really useful day for anyone with serious intentions of becoming a NED. The event was well structured with a good balance between the theory of corporate governance and NED responsibilities as well as allowing plenty of time for sharing experiences through group interactionMike Jones Director OBS Management Consultants Limited",
"I had the pleasure of attending 'How to become a Non-Executive Director' one day course in Bristol yesterday delivered by David Doughty. The content, course leader and fellow attendees were a breath of fresh air. I went with an open mind, unsure whether my skill set and experiences were suitable and allow me to offer any value to a board. I left with no doubt that they were.
The course content was really informative and very pragmatic. At end of the day, not only did I understand the role and liabilities of a NED but also the legal framework within which they operate, the more technical areas that you need to be familiar with, where to find out more information specific to the company you are working with and how to find a NED position in the public, private and voluntary sectors. Above all though, I left with the confidence that I really did have something to offer.
For anyone wondering whether their future may include a NED position, I would recommend that you consider this course as a good starting point.Roger Wills Managing Director at Wills & Blair Ltd",
"I recently attended David's one day introduction How to become a Non-Executive Director as part of my own professional development and to gain some insights for my clients too. David's breadth of experience, knowledge and practical guidance is inspiring. He is refreshingly frank, engaging and practical so I now have some next steps in terms of further reading, resources and action planning. I would highly recommend David to anyone thinking about taking on a NED roleKim Jones Business Consultant & Coach, Director at High Growth Knowledge Company",
"How to become a Non-Executive Director
This course was excellent and greatly exceeded my expectations. The course format is interactive, with small-group teaching in a seminar/workshop format, led by an experienced Chartered Director who generously shared his personal experienceChristine Wilson Non-executive Director, Multi-Academy Trust",
"I really enjoyed the last meeting. The seminar in particular was the best Social Media session I have attended. I have managed to grow my twitter following from 50 to 582 and countingEd Kenworthy IT Consultant at Alphatec Systems Ltd",
"Having attended one of David's Social Media seminars in the past, can I highly commend anyone still sitting on the bottom rung, watching everyone else climb the social media engagement ladder, to attend, listen and be enlightened by what David will no doubt conveySam Finlay Experts in Creating Engaging Video & Animated Videos that Explain the Value of What You Do.",
"David's How to become a Non-Executive Director course is truly excellent. He provides context, knowledge and insight, with practical illumination from his own extensive personal experience. He is endlessly patient, deeply informative and always interesting to listen to. I cannot recommend this course too highlyChris Kenber Practical business coach bringing clarity and energy to help ambitious business owners raise their game",
"How to become a Non-Executive Director Well structured and informative course with plenty of time/room for group discussions. Ideal for anyone looking at NED roles.Luke Ireland, Business leader and Non Executive Director",
"How to become a Non-Executive Director The material, the course leader’s insights, and the opportunity to share thoughts and feelings with similarly inclined business people, made for a really valuable day. I came away with some clear actions.Bernard Grenville-Jones Chairman | NED | Entrepreneur",
"Having attended Social Media for Beginners, I have both a fuller understanding of the positive impact that appropriate use of social media could have on my business and better technical knowledge of the different tools available. I would recommend this course to anyone wishing to engage in cost neutral but effective marketing.Paul Mayo Chairman at SaRS, Managing Director at SQEP Ltd",
"How to become a Non-Executive Director I found the course very helpful, as I wanted to understand in detail what a NED role entailed. I felt that I gained enough information not only to decide if this was the sort of role that I would be interested in, but also to be able to function in such a role. The guidance on seeking appointments was an added bonus. It was also an interesting day with a varied group of delegates and I would happily recommend it.Julia Iball, Managing Partner at Henmans LLP",
"Sales for Non-Sales Directors
John delivered a thought provoking and insightful workshop. Ideal for Non-Executive Directors aspiring to fully understand sales and how to create strategic commercial value at board levelAlastair McIvor Director of AMT Ltd",
"How to become a Non-Executive Director I did the course in Bristol, in January on a chilly day. I received a warm welcome however and David brought the subject matter to life, made it practical, and tailored it to our specific objectives. The course structure made sense, we had enjoyable discussions, and the other people on the course (as usual with such things) were a good resource too. I can recommend it fully to anyone considering it. You'll be in capable and experienced hands.Alex Nichols Director at Alex Nichols Consulting Ltd",
"Unlike many courses I have attended in the past, How to become a Non-Executive Director went beyond just the technical aspects of being a 'Non-Exec', and reflected on the differences in the approach required compared to being an Exec Director. It allows you to make a fully informed decision on whether a Non Exec role is right for you, and if it is, how to go about finding opportunities. An invaluable day of learning! Alastair Lewis Managing Director at Carlisle Support Services Ltd",
"How to become a Non-Executive Director This one day course is an excellent overview, providing real advice and very helpful information for those Directors who are interested in developing a non-exec portfolioJulian Dennis, Director Compliance & Sustainability at Wessex Water, Bath, United Kingdom",
"How to become a Non-Executive Director The course was well constructed and delivered by David who has extensive knowledge of a range of boards, their structure and governance. It was particularly helpful to me as I am new to applying for NED roles and the guidance made me totally rethink what is required from the application process – i.e. this is not an operational role! The delegate group was of a suitable size to allow for interaction and sharing of ideas and experienceJane Paine Chief Executive Officer at Age UK North Lincolnshire Ltd",
"I recently attended the Excellencia one-day course on How to become a Non-Executive Director run by David Doughty; a very experienced director. Prior to booking I researched a number of providers and found a high degree of commonality in course content. However, Excellencias fee was significantly lower than others, and around half that of one well-known provider. David covered all the salient points in a very professional and timely manner and was able to answer all my questions. I believe I am now well-prepared for NED roles and am very happy to recommend this course to those looking to follow a similar path. Ian Kirkby BSc, D.Mgmt, FCMI, FILM, FIC, MIoD, MCGIInterim Business Development Director at Association of Police and Crime Commissioners",
"I recently attended David's How to become a Non-Executive Director course. I can highly recommend this comprehensive and value-for-money all-day course. Class numbers were kept at a manageable size for maximum interaction, enabling everyone to contribute and get the most out of the day. It was interesting to note that the course attracted a diverse range of interested participants, ranging from someone in their first job to an experienced member of committees, to someone who had substantial work experience, quite removed from the corporate arena, who wanted to learn about and explore opportunities as an NED. The course content was extremely relevant and helpful including the different routes to becoming an NED. On the basis of this training, attendees could feel more confident about embarking on the next stage of applying for opportunities leading in the long-term to an NED role or two. David clearly has a wealth of experience and is to be congratulated for his extremely useful training that has been pitched at the right (user-friendly) level for participants from diverse backgrounds.Sally Aitchison Head of Legal",
"How to become a Non-Executive Director I found the day stimulating and informative. It confirmed many of the areas I was aware of working with a Board as a Company Secretary and refreshed my knowledge on some of the legal aspects of the role Barbara Suggitt Company Secretary at Hertfordshire Partnership NHS Foundation Trust",
"How to become a Non-Executive Director I can recommend this course, it is very informative and will confirm research, skill requirements, responsibilities and legal obligations for a successful NED (NXD) role. Good interaction, networking with delegates and time for Q&A.Jim Gaudoin, Director of Bruel & Kjaer VTS Limited",
"How to become a Non-Executive Director Excellent course giving a clear picture of the role, the skills and characteristics required, the range of NED opportunities and the various routes to secure such positions. As a bonus you also meet interesting people and useful contacts. A good career investment.Mark Lambert, Non-Executive Director",
"How to become a Non-Executive Director An invaluable course for anyone looking for NED roles. Expertly delivered, honest and action focussed. Extremely useful materials. Feel much better equipped for to pursue opportunities as a NED.Sumita Hutchison Chair of the Interim Commissioner for Race Equality, Lawyer",
"I found the How to become a Non-Executive Director course very informative and well presented. I would recommend it as a good overview of Board Function and personal requirements. It gave me clarity about things I thought I already knew but clearly did not. The small number of attendees made for a more personal interactive day which we all appreciatedMaire Brankin, Director at Oxford Executive",
"Thank you for the interesting session on Social Media that I attended recently. It was very thought provoking, and I left armed with a list of actions to take to improve the on-line presence of my business. Thanks again.Sarah Schofield Owner of SchofieldVA, providing a wide range of business support services",
"Sales for Non-Sales Directors
I found this very useful , John really knew his stuff and made this engaging and materials were spot on and good interaction with other members on the course which added to the skill sharing- I learned a lot.John Smith IT Resources Ltd.",
"interesting seminar on Social Media by David Doughty - I came away with 2 pages of things to do, which I got started on when I got homeInge Dowden Business Growth & Happiness Coach at Inge Dowden Coaching",
"I had the pleasure of attending a recent How to become a Non-Executive Director course that David ran. As someone who not only runs their own business, has had a career and built up experience the opportunity to learn more about this was too good to miss. David’s experience and expertise shone through as the day progressed – beginning with the roles, responsibilities, the legal aspects , the liabilities – all explained with examples of the good, the bad and the ugly of what has happened. David went through the skillset and actual case studies based on his career as an NED in all three sectors. This enabled there to be some great discussions where questions were answered. The structure of the day that David put together was second to none as I was taken through a well organised and flowing workshop – culminating in how I would secure a NED position. What was refreshing was the fact that David continually referred to his experience and not what you’d find in a text book coupled with a wealth of resources that are available. I would wholeheartedly recommend attending one of Execellensia courses that David runs and to point others that you know who may be interested in David’s direction. Sean Humby Director & host - Business Network (SW) Ltd, lunch time networking. And Accredited Sales through Service licensee",
"How to become a Non-Executive Director Having attended this course in the last few months I can confirm its value. Having held NED roles in my favoured area of engineering and manufacturing David opens the mind to the potential of other sectors and using ones transferable skills. Have set a strategy for personnel growth as NED – if I could just stop getting interim assignmentsTony Hurley, Interim Manager in Manufacturing Recovery",
"How to become a Non-Executive Director is an essential introduction for those who seriously wish to pursue Non Executive Director Roles. The course, led by David Doughty an experienced and knowledgeable NED, is focused on the key information required to achieve your first position. It includes a discussion of the Non Executive Director Role, duties and liabilities, the relevant skill set and valid approaches to securing a NED position. The day includes case study work as well as interactive discussions of the course material. I thoroughly recommend this course which is good value for money.Nick Randle OBE Consultant/Interim Manager, Non-Executive Director",
"How to become a Non-Executive Director As an introduction to the world of NED's this course is well structured to give an honest and practical insight in to how to identify and prepare for a move in this direction. Money well spent!John Cooper, Vice President, North West Europe at Weber-Stephen Products LLC United Kingdom",
"How to become a Non-Executive Director The course was a really thorough grounding in what it means to be a non-exec director and how you can apply your knowledge and skills to the role to good effect. The combination of useful information about corporate governance and directors' liabilities, a very experienced and insightful course lead in the form of David Doughty, and practical exercises about how to address particular situations that NEDs can expect to face made for a very interesting session, but also one which was directly applicable to my new role.Jane Ginnever FRSA Founding Director, SHIFT",
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Supporting aspiring, new and experienced Non-Executive Directors to be more effective
Non-Executive Director - Corserv Recruiter: Michael Page Location: Cornwall Salary: £16,000 - £16,500 Posted: 25 Sep 2020 Closes: 09 Oct 2020 Ref: MPTJ0920201230082 Position/Level: Professional / Specialist Responsibilities: Business Development Sector: Engineering Contract Type: Permanent Language: English Corserv is a diverse group of businesses owned by Cornwall Council and established to improve the lives of […]
Trustees - Esmee Fairbairn Foundation Recruiter: Green Park Location: London (Central), London (Greater) Salary: Unremunerated Posted: 25 Sep 2020 Closes: 08 Oct 2020 Ref: JM9759 Position/Level: Board Responsibilities: Governance, Strategy Sector: Not for Profit / Charity Contract Type: Voluntary / Trustee Language: English The Esmée Fairbairn Foundation is one of the UK’s largest, most exciting, […]
Chair - East West Railway Company Ltd Recruiter: Department For Transport Location: Nationwide Salary: £75k, 2 days per week Posted: 23 Sep 2020 Closes: 19 Oct 2020 Job Function: Chair Industry: Public Looking for a new and exhilarating challenge leading a visionary UK based infrastructure delivery organisation? Excited by the thought of positively challenging industry […]
Non-Executive Director - Life Sciences Hub Wales Ltd Body: Life Sciences Hub Wales Ltd Appointing Department: Welsh Government Sectors: Health, Science & Technology Location: Meetings will typically be held in Cardiff at the Life Sciences Hub, 3 Assembly Square, Cardiff Bay, but there may be occasions when meetings will be held at other locations. Meetings […]
Academic Trustee - Royal Armouries Body: Royal Armouries Appointing Department: Department for Digital, Culture, Media and Sport Sector: Culture, Media & Sport Location: Meetings will take place at the three museum sites - Leeds, Fort Nelson and the Tower of London (remotely at present). Number of Vacancies: 1 Remuneration: The position is not remunerated, but […]
How to become a Non-Executive Director - 1-day course for aspiring NEDs The How to become a Non-Executive Director course helps you to plan and prepare for your first NED position. It instils a real sense of what is expected of NEDs, and how you can meet the challenge. This one-day interactive course is aimed at aspiring NEDs and […]
Recruiter: Birmingham and Solihull Mental Health Foundation Trust
Location: Birmingham
Salary: £10,000 p.a as an Associate NED, rising to £15,000 if appointed to a substantive NED role
Posted: May 29 2015
Closes: June 30 2015
Job Function: Associate Non-Executive Director
Industry: Health
Position Type: Permanent
Birmingham and Solihull Mental Health Foundation Trust is one of the largest and most complex mental health foundation trusts in the country. It is a high performing Trust with a rating of ‘Good’ from the CQC.
We are currently seeking a new Associate Non - Executive Director to join our Board following the retirement of one of our longest service Non-Executive Directors (NED), and the promotion of our existing Associate Non-Executive director into a full NED role.
We are looking for someone with a strong financial background to join our Board, initially in a non-voting position, but with a view to moving into a full NED role in the autumn of 2016 when another of our NEDs is due to retire. The appointee will need to have a formal financial qualification and the experience and expertise to take on the role of the Chair of the Audit Committee at that time.
We are seeking an individual who will bring a strong focus on financial and corporate governance and strategic vision. Working with a complex and dynamic agenda, you will be a good communicator who can challenge effectively as part of an open, transparent and committed unitary Board and who has
the personal skills to work effectively with our Council of Governors, whose role it is to hold the Board
to account through the Non-Executive Directors.
We look forward to hearing from individuals who may be looking to move into their first NHS Board role as well as those who may be more experienced, but who may be looking to diversify into Mental Health services. What is most important is that you share our values, and are committed to working with us to continuously improve health and wellbeing services for people with mental health conditions and to reducing stigma.
To learn more about the roles, and for details of our eligibility criteria, please download a copy of the candidate brief, and for an informal discussion please call - Sue Davis, Chair on 0121 301 1319.
Closing date: Letters of application to be received by Tuesday, June 30 2015, shortlisting first week
of July, interviews to be held on July 28
Letter applications should be received by June 30 2015 sent to:
Deborah Lawrenson, Company Secretary
Birmingham & Solihull Mental Health Foundation Trust
Chief Executives Office,
Unit 1, B1 Trust HQ
50 Summer Hill Road
Ladywood
Birmingham
B1 3RB [email protected]
Understanding Corporate Finance: Financial Business Management Tools and Financial Business Concepts for executive and non-executive directors
This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today's demanding financial environment.
The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base
Who should attend?
Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:
effective in Board financial discussions, business acquisitions and evaluations;
credible and comfortable with investors when discussing financial matters;
confident using financial terms and when explaining the financial implications of a chosen business strategy;
adept at discussing the financial implementation of management changes or consultant recommendations.
Course Content; this course will:
Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance. This will encompass a consideration of the likely costs and benefits of the various capital sources.
Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
Identify and discuss the key drivers behind the recent UK and Global banking crises
Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level
Course Objectives; this course will:
Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
Enable you to identify and discuss the key financial issues facing most Boardrooms today
Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
Support strategic decision making with sound financial understanding
Course Leader:
Philip ArnoldFCA, FIC, CMC, BSc Hons, Chartered Director
Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up. He is also an investor in a number of SMEs.
He holds the Institute of Directors' Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.
He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations. Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)
Key Details
Duration: 1 day Location:
The Clare Charity Centre
Wycombe Road
Sanderton, Bucks
HP14 4HU
Price £350.00 (ex VAT) Payment with Booking Price £315.00 (ex VAT) Tier1 Member Price £280.00 (ex VAT)
Book Now To see course dates and to book your place now follow this link: Course Registration
The fee includes lunch, refreshments and a copy of the course handbook
Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others. After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.
Courses can be delivered 'in-house' to a group of Board Directors - to find out more contact [email protected] or call 01173 827 820
Understanding CorporateFinance: Financial Business Management Tools and Financial Business Concepts for executive and non-executive directors
This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today's demanding financial environment.
The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base
Who should attend?
Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:
effective in Board financial discussions, business acquisitions and evaluations;
credible and comfortable with investors when discussing financial matters;
confident using financial terms and when explaining the financial implications of a chosen business strategy;
adept at discussing the financial implementation of management changes or consultant recommendations.
Course Content; this course will:
Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance. This will encompass a consideration of the likely costs and benefits of the various capital sources.
Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
Identify and discuss the key drivers behind the recent UK and Global banking crises
Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level
Course Objectives; this course will:
Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
Enable you to identify and discuss the key financial issues facing most Boardrooms today
Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
Support strategic decision making with sound financial understanding
Course Leader:
Philip ArnoldFCA, FIC, CMC, BSc Hons, Chartered Director
Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up. He is also an investor in a number of SMEs.
He holds the Institute of Directors' Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.
He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations. Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)
Key Details
Duration: 1 day Location:
The Clare Charity Centre
Wycombe Road
Sanderton, Bucks
HP14 4HU
Price £350.00 (ex VAT) Payment with Booking Price £315.00 (ex VAT) Tier1 Member Price £280.00 (ex VAT)
Book Now To see course dates and to book your place now follow this link: Course Registration
The fee includes lunch, refreshments and a copy of the course handbook
Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others. After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.
Courses can be delivered 'in-house' to a group of Board Directors - to find out more contact [email protected] or call 01173 827 820
Location predominantly London. The AFPRB visits Service units in the UK and overseas, including travel to operational zones.
The AFPRB provides independent, evidence-based advice on Armed Forces’ pay to the Prime Minister and Secretary of State for Defence. In making recommendations, it takes into account the need to recruit, retain and motivate suitable people in the context of Service life, Government policies for improving services, funding, the inflation target and the need for Armed Forces’ pay to be broadly comparable with civilians.
A successful candidate for this role will be able to apply intellectual rigour to the remuneration of Service Personnel, cognisant of Public Sector Pay Policy and demonstrate the following:
The ability to analyse and evaluate large amounts of detailed written and oral information.
Strong influencing and communication skills.
Sharp and clear thinking, with the ability to pursue active debate and logical argument.
The ability to command the confidence of key stakeholders including Ministers, Review Body colleagues, Senior Government officials and those within the remit group.
Understanding of the broader context of changes in public sector management as well as public sector pay policy.
High standards of corporate and personal conduct.
For the economist role, candidates will need to demonstrate a proven record of achievement in economics, including labour market expertise, in a senior role in academia or elsewhere.
It is desirable for candidates to have experience of either
Senior management in the private or public sector, or
Senior HR expertise, including performance management and reward.
Candidates must be a British or Commonwealth citizen or a Republic of Ireland national.
To apply, please contact the DBS Civilian HR department on [email protected] to request an application form.
Closing date: 27 September 2013.
Interviews start: 21 October 2013.
The MOD is an Equal Opportunities employer and seeks to reflect the diverse community it serves. Applications are welcome from anyone who meets the stated requirements.
Finance for Non Finance Directors: Financial Business Management Tools and Financial Business Concepts for non-finance executive and non-executive directors
This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today's demanding financial environment.
The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base
Who should attend?
Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:
effective in Board financial discussions, business acquisitions and evaluations;
credible and comfortable with investors when discussing financial matters;
confident using financial terms and when explaining the financial implications of a chosen business strategy;
adept at discussing the financial implementation of management changes or consultant recommendations.
Course Content; this course will:
Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance. This will encompass a consideration of the likely costs and benefits of the various capital sources.
Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
Identify and discuss the key drivers behind the recent UK and Global banking crises
Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level
Course Objectives; this course will:
Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
Enable you to identify and discuss the key financial issues facing most Boardrooms today
Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
Support strategic decision making with sound financial understanding
Course Leader:
Philip ArnoldFCA, FIC, CMC, BSc Hons, Chartered Director
Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up. He is also an investor in a number of SMEs.
He holds the Institute of Directors' Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.
He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations. Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)
Key Details
Duration: 1 day Location:
The Clare Charity Centre
Wycombe Road
Sanderton, Bucks
HP14 4HU
Price £350.00 (ex VAT) Payment with Booking Price £315.00 (ex VAT) Tier1 Member Price £280.00 (ex VAT)
Book Now To see course dates and to book your place now follow this link: Course Registration
The fee includes lunch, refreshments and a copy of the course handbook
Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others. After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.
Courses can be delivered 'in-house' to a group of Board Directors - to find out more contact [email protected] or call 01173 827 820
Finance for Non Finance Directors: Financial Business Management Tools and Financial Business Concepts for non-finance executive and non-executive directors
This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today's demanding financial environment.
The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base
Who should attend?
Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:
effective in Board financial discussions, business acquisitions and evaluations;
credible and comfortable with investors when discussing financial matters;
confident using financial terms and when explaining the financial implications of a chosen business strategy;
adept at discussing the financial implementation of management changes or consultant recommendations.
Course Content; this course will:
Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance. This will encompass a consideration of the likely costs and benefits of the various capital sources.
Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
Identify and discuss the key drivers behind the recent UK and Global banking crises
Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level
Course Objectives; this course will:
Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
Enable you to identify and discuss the key financial issues facing most Boardrooms today
Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
Support strategic decision making with sound financial understanding
Course Leader:
Philip ArnoldFCA, FIC, CMC, BSc Hons, Chartered Director
Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up. He is also an investor in a number of SMEs.
He holds the Institute of Directors' Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.
He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations. Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)
Key Details
Duration: 1 day Location:
The Clare Charity Centre
Wycombe Road
Sanderton, Bucks
HP14 4HU
Price £350.00 (ex VAT) Payment with Booking Price £315.00 (ex VAT) Tier1 Member Price £280.00 (ex VAT)
Book Now To see course dates and to book your place now follow this link: Course Registration
The fee includes lunch, refreshments and a copy of the course handbook
Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others. After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.
Courses can be delivered 'in-house' to a group of Board Directors - to find out more contact [email protected] or call 01173 827 820
Finance for Non Finance Directors: Financial Business Management Tools and Financial Business Concepts for non-finance executive and non-executive directors
This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today's demanding financial environment.
The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base
Who should attend?
Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:
effective in Board financial discussions, business acquisitions and evaluations;
credible and comfortable with investors when discussing financial matters;
confident using financial terms and when explaining the financial implications of a chosen business strategy;
adept at discussing the financial implementation of management changes or consultant recommendations.
Course Content; this course will:
Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance. This will encompass a consideration of the likely costs and benefits of the various capital sources.
Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
Identify and discuss the key drivers behind the recent UK and Global banking crises
Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level
Course Objectives; this course will:
Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
Enable you to identify and discuss the key financial issues facing most Boardrooms today
Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
Support strategic decision making with sound financial understanding
Course Leader:
Philip ArnoldFCA, FIC, CMC, BSc Hons, Chartered Director
Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up. He is also an investor in a number of SMEs.
He holds the Institute of Directors' Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.
He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations. Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)
Key Details
Duration: 1 day Location:
Milton Park Innovation Centre
99 Milton Park
Abingdon, Oxon
OX14 4RY
Price £350.00 (ex VAT) Payment with Booking Price £315.00 (ex VAT) Tier1 Member Price £280.00 (ex VAT)
Book Now To see course dates and to book your place now follow this link: Course Registration
The fee includes lunch, refreshments and a copy of the course handbook
Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others. After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.
Courses can be delivered 'in-house' to a group of Board Directors - to find out more contact [email protected] or call 01173 827 820
Finance for Non Finance Directors: Financial Business Management Tools and Financial Business Concepts for non-finance executive and non-executive directors
This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today's demanding financial environment.
The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base
Who should attend?
Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:
effective in Board financial discussions, business acquisitions and evaluations;
credible and comfortable with investors when discussing financial matters;
confident using financial terms and when explaining the financial implications of a chosen business strategy;
adept at discussing the financial implementation of management changes or consultant recommendations.
Course Content; this course will:
Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance. This will encompass a consideration of the likely costs and benefits of the various capital sources.
Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
Identify and discuss the key drivers behind the recent UK and Global banking crises
Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level
Course Objectives; this course will:
Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
Enable you to identify and discuss the key financial issues facing most Boardrooms today
Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
Support strategic decision making with sound financial understanding
Course Leader:
Philip ArnoldFCA, FIC, CMC, BSc Hons, Chartered Director
Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up. He is also an investor in a number of SMEs.
He holds the Institute of Directors' Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.
He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations. Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)
Price £350.00 (ex VAT) Payment with Booking Price £315.00 (ex VAT) Tier1 Member Price
£290.00 (ex VAT)
Book Now To see course dates and to book your place now follow this link: Course Registration
The fee includes lunch, refreshments and a copy of the course handbook
Attendance counts as 6 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others. After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.
Courses can be delivered 'in-house' to a group of Board Directors - to find out more contact [email protected] or call 01173 827 820
How well do you understand your company's financial accounts?
As a company director, regardless of whether you are an executive or non-executive director, you have a legal obligation to exercise reasonable care, skill and diligence in the execution of your board duties. This is particularly true when it comes to the financial affairs of the business.
The two main financial questions a director needs to understand and be able to answer are:
Are the published annual accounts a true and accurate representation of the financial state of the business?
If you are a company director and you do not have a financial background then you need to ensure that you have the basic financial skills and knowledge to address these important issues. The law governing your director's duties, principally the 2006 Companies Act is very clear on the requirement for all directors to have a basic understanding of financial matters. This Institute of Chartered Accountants in England and Wales made the following references to director's duties in the statement issued in October 2008:
'Executive' and 'non-executive' directors have the same duties in law. An 'executive director' is merely a director who has specific delegated responsibilities within the company, as an executive. Directors are not required to give continuous attention to company affairs unless their executive position so requires. However, all directors, including non-executive directors, should familiarise themselves with the company's affairs, including its financial position, and should attend meetings of the board, and of any committee of the board of which they are members, whenever they are reasonably able to do so
In performing their duties, directors must exercise reasonable care, skill and diligence. This means the care, skill and diligence that would be exercised by a reasonably diligent person with the general knowledge, skill and experience that may reasonably be expected of a person carrying out the functions carried out by the director in relation to the company (sometimes called the objective test) and the general knowledge, skill and experience that the director has (sometimes called the subjective test) (Companies Act 2006, section 174). Under the objective test, in general more would be expected of a director with an executive function (particularly a specific function such as finance director), whereas under the subjective test more would also be expected of a director having specifically relevant knowledge, skills and experience (such as a member of a recognised Accountancy body in respect of financial matters).
In relation to financial and accounting matters, directors have extensive, specific duties. Put shortly, directors are required to maintain accounting records and to prepare accounts. A company must also prepare a directors' report containing a business review (not required of a certain size of company) and quoted companies must prepare a detailed directors' remuneration report. Subject (principally) to a size-based exemption, these accounts and reports are subject to audit. The audited accounts and reports must be sent to members and filed on public record; there are however provisions facilitating the sending to members of a summary document and the filing, for certain sizes of company, of cut-down or abbreviated versions of the accounts. Where these accounts and reports are found to be defective, the Act facilitates revision. In addition to these duties under company law, other requirements can arise in relation to accounts and reports by virtue of market or regulatory rules, such as in relation to corporate governance codes or half-yearly reports.
The message is clear - all company directors, no matter what size the business, or sector, or whether they are executive or non-executive, need to have a basic financial understanding.
As a company director, how well do you understand:
If you have difficulty with any of the above financial items or terms then you should brush up on your financial skills and knowledge to ensure that you are discharging your duties as a company director in line with the law.
run a 1-day course - Finance for Non-Finance Directors in Oxford. For more details visit the web-site
Chartered Director - the professional qualification for directors Chartered Directors lead organisations in the private, public or third sectors, at the highest strategic level. As a Chartered Director you will demonstrate the expertise and integrity needed to meet the challenges of business today. If you are looking to enhance your skills and improve your organisation's performance, Chartered Director is the professional qualification you need. For more details visit the web-site
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I attended this course shortly after starting my first Non-Executive Director role and found David’s expertise and insight to be invaluable. The course also covers practical things such as how to go about finding Non-Executive Director roles – and so last week (6 months after I attended the course) I started my second NED role, and have an interview for a third one next week. I can highly recommend attending this course for current or aspiring NEDs.
A great introduction to the world of NEDs; well-structured and expertly delivered.
David is a solid expert. The overview of the role of a NED was very well presented. Highly recommended.
David Doughty’s obvious experience and credibility, the course material and structure and the quality of attendees meant that the course was worth every penny. I now have a full appreciation of the many balls to be juggled in order to become a successful Non-Executive Director
An excellent course giving a clear picture of the role, the skills and characteristics required, the range of NED opportunities and the various routes to secure such positions. Particularly helpful focus on shaping your CV for this sector and the key skills required. As a bonus you also meet interesting people and useful contacts. A good career investment which will hopefully deliver quick, positive results.
I attended the 19th July course in Bristol and found it to be very informative. Not only was there a wealth of technical information provided but there were numerous case studies - based on real incidents - which were really thought provoking.I would happily recommend this course to anybody who is considering taking up the challenge of being a Non-Executive Director
Helpful and fulsome in opening up the channel of Non-Executive Director as a career path. I know considerably more about what is required and expected now and, of real practical benefit, how to go about seeking and finding a rewarding role as an NED. Highly recommended.
I thought the course was enlightening and very rich in content. I particularly liked the balance of case study analysis with emphasis on a NED's key responsibility. It was well structured and I'm sure I speak on behalf of all those who were present, when I say that the course offers a great deal of value to any aspiring or even existing NED who wants to make a success of their role
Knowledgeable presenter Good solid coverage of core financial concepts - P&L, balance sheet, ratios
A well structured and presented introduction to the responsibilities, challenges and attributes required of being a NED. It was thought-provoking. I have referred back to my copious comments in the comprehensive slide hand outs many times already
A really useful day for anyone with serious intentions of becoming a NED. The event was well structured with a good balance between the theory of corporate governance and NED responsibilities as well as allowing plenty of time for sharing experiences through group interaction
I had the pleasure of attending '
I recently attended David's one day introduction 
This course was excellent and greatly exceeded my expectations. The course format is interactive, with small-group teaching in a seminar/workshop format, led by an experienced Chartered Director who generously shared his personal experience
I really enjoyed the last meeting. The seminar in particular was the best 
Having attended one of David's 
David's 
Well structured and informative course with plenty of time/room for group discussions. Ideal for anyone looking at NED roles.
The material, the course leader’s insights, and the opportunity to share thoughts and feelings with similarly inclined business people, made for a really valuable day. I came away with some clear actions.
Having attended 
I found the course very helpful, as I wanted to understand in detail what a NED role entailed. I felt that I gained enough information not only to decide if this was the sort of role that I would be interested in, but also to be able to function in such a role. The guidance on seeking appointments was an added bonus. It was also an interesting day with a varied group of delegates and I would happily recommend it.
John delivered a thought provoking and insightful workshop. Ideal for Non-Executive Directors aspiring to fully understand sales and how to create strategic commercial value at board level
I did the course in Bristol, in January on a chilly day. I received a warm welcome however and David brought the subject matter to life, made it practical, and tailored it to our specific objectives. The course structure made sense, we had enjoyable discussions, and the other people on the course (as usual with such things) were a good resource too. I can recommend it fully to anyone considering it. You'll be in capable and experienced hands.
Unlike many courses I have attended in the past, 
This one day course is an excellent overview, providing real advice and very helpful information for those Directors who are interested in developing a non-exec portfolio
The course was well constructed and delivered by David who has extensive knowledge of a range of boards, their structure and governance. It was particularly helpful to me as I am new to applying for NED roles and the guidance made me totally rethink what is required from the application process – i.e. this is not an operational role! The delegate group was of a suitable size to allow for interaction and sharing of ideas and experience
I recently attended the Excellencia one-day course on 
I recently attended David's 
I found the day stimulating and informative. It confirmed many of the areas I was aware of working with a Board as a Company Secretary and refreshed my knowledge on some of the legal aspects of the role
I can recommend this course, it is very informative and will confirm research, skill requirements, responsibilities and legal obligations for a successful NED (NXD) role. Good interaction, networking with delegates and time for Q&A.
An invaluable course for anyone looking for NED roles. Expertly delivered, honest and action focussed. Extremely useful materials. Feel much better equipped for to pursue opportunities as a NED.
I found the 
Thank you for the interesting session on 
I found this very useful , John really knew his stuff and made this engaging and materials were spot on and good interaction with other members on the course which added to the skill sharing- I learned a lot.
interesting seminar on 
I had the pleasure of attending a recent 
Having attended this course in the last few months I can confirm its value. Having held NED roles in my favoured area of engineering and manufacturing David opens the mind to the potential of other sectors and using ones transferable skills. Have set a strategy for personnel growth as NED – if I could just stop getting interim assignments
is an essential introduction for those who seriously wish to pursue Non Executive Director Roles. The course, led by David Doughty an experienced and knowledgeable NED, is focused on the key information required to achieve your first position. It includes a discussion of the Non Executive Director Role, duties and liabilities, the relevant skill set and valid approaches to securing a NED position. The day includes case study work as well as interactive discussions of the course material. I thoroughly recommend this course which is good value for money.
As an introduction to the world of NED's this course is well structured to give an honest and practical insight in to how to identify and prepare for a move in this direction. Money well spent!
The course was a really thorough grounding in what it means to be a non-exec director and how you can apply your knowledge and skills to the role to good effect. The combination of useful information about corporate governance and directors' liabilities, a very experienced and insightful course lead in the form of David Doughty, and practical exercises about how to address particular situations that NEDs can expect to face made for a very interesting session, but also one which was directly applicable to my new role.
Wednesday, 16 September 2015 from 19:00 to 21:30 (BST)
