Leaders Insight - The Role of an Non-Executive

Economic Outlook Roundtable: What Yorkshire’s Finance Leaders Are Saying About Growth, Hiring and the Road Ahead

Senior finance professionals from across Yorkshire recently joined Sharp Consultancy for an exclusive roundtable discussion featuring an economic update from Paul Mount, Economist and Deputy Agent at the Bank of England. The session provided a timely, in-depth look at the UK’s economic landscape — followed by a candid conversation about what businesses are experiencing on the ground.The picture that emerged was one of cautious realism. While official forecasts point to easing inflation and a gradual return to stability, many organisations across the region continue to navigate weak demand, rising labour costs, tightening legislation and stalled investment projects. Yet despite these pressures, there remains a strong sense of resilience and adaptability — qualities that have long defined the Yorkshire business community. At Sharp Consultancy, our specialist finance and accountancy teams speak daily to employers and professionals across commerce, industry, public practice and the not-for-profit sector. What we heard in this session closely aligns with the insight we gather from clients and candidates across the region. Below, we explore the key themes shaping business confidence, recruitment activity and the outlook for 2026. Inflation Is Easing, but Confidence Has Yet to Follow The Bank of England outlined its latest central forecast: Inflation expected to gradually return toward the 2% target. GDP growth set to remain modest but stable through 2026. Interest rates anticipated to settle around 3.5% based on market expectations. Unemployment projected to hold near 5%. However, the sentiment in the room was clear: despite improving headline numbers, confidence across most sectors remains fragile. Many organisations described the environment as “flat” — not contracting, but unable to capitalise fully on opportunities due to economic uncertainty. Sharp Consultancy continues to see this play out: businesses are stabilising rather than expanding, focusing on cash management, operational efficiency and carefully controlled hiring. Labour Costs Continue to Reshape Workforce Strategies Wage pressures were a recurring theme throughout the discussion. Employers highlighted: Significant increases to the National Living Wage. Higher employer National Insurance contributions. Expected future changes to minimum wage equalisation for younger workers. Rising cost and complexity associated with apprenticeships. These factors are pushing up costs at every level of the workforce and reshaping recruitment behaviours. Across Sharp Consultancy’s accountancy and finance divisions, we are seeing: Strong demand for replacement hires where roles are business critical. Lower volumes of growth hires, particularly in commercial and project-focused appointments. Clients increasingly prioritising candidates who bring breadth, adaptability and long-term value. Construction & Infrastructure: Capacity Under Pressure Leaders from the construction sector painted a challenging picture — one mirrored by many Sharp Consultancy clients operating across the wider built environment. Key themes included: Planning delays of 9–10 months, particularly related to the Building Safety Act. Businesses holding on to workforce capacity despite reduced margins — a strategy that may not be sustainable in 2026. Difficulty justifying new capital expenditure under IFRS when future cashflows are uncertain. Concerns that smaller subcontractors may not withstand prolonged delays or reduced demand.Yet, attendees also highlighted that construction could become a catalyst for economic recovery — provided policy reform and planning improvements unlock stalled projects. Manufacturing: Rising Costs and Shifting OperationsLeaders representing manufacturing shared concerns around: Rising energy and operational costs. Increased frequency of site closures and offshoring. Significant challenges in attracting engineering and technical talent. Early signs of contraction in several sub-sectors, with aerospace a notable exception. These pressures reinforce the growing importance of finance leaders who can model scenarios, manage volatility and guide long-term planning — roles Sharp Consultancy continues to support across the manufacturing landscape. Charity & Public Sector Organisations Facing Acute Strain For organisations reliant on local authority funding, the challenges are particularly stark. Attendees reported: Government and council funding caps. Rising NI, wage costs and VAT changes adding millions to annual budgets. Increasingly complex consultation requirements under forthcoming employment legislation. The likelihood of significant cuts to the frontline services in the months ahead.Sharp Consultancy’s continues to work closely with organisations navigating these pressures, supporting clients through restructuring, recruitment challenges and financial planning needs. Recruitment Outlook: Stability Over Expansion Across sectors, the message was consistent: 2026 is expected to be cautious, steady and focused on maintaining capability rather than expanding headcount. Attendees forecast: Workforce levels remaining broadly flat. Hiring driven by essential replacement roles. Transformation, M&A and large-scale project hiring likely to remain subdued. Improved recruitment confidence only once interest rates and policy direction stabilise. For employers, this means sharper competition for high-quality finance talent — an area where Sharp Consultancy’s specialist teams continue to provide targeted, market-led support. What Comes Next? A Slow but Steady Rebuild Despite the challenges discussed, the roundtable ended on a constructive note. Many leaders believe that once interest rates settle and stalled investment begins to move, the region could see a more meaningful upturn — potentially from 2026 onwards. Yorkshire businesses have proven time and again that they are resourceful, resilient and ready to adapt. Sharp Consultancy remains committed to supporting them through every stage — whether stabilising teams, recruiting future leaders, or navigating the next phase of growth. If you’d like to understand what these economic trends mean for your business or team, speak to our specialist consultants for a confidential market discussion. Contacts Us

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Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.

In his roles as non-executive chairman, he has actively supported management with his extensive operational and situational leadership experience across retail, manufacturing, global supply chain, online, fulfilment, distribution, International reach and leveraging Technology as an enabler.

Prior to his more recent non-executive career Chris was an executive director of Card factory Plc for 15 years leading supply, distribution, purchasing, business development and IT at Board level through a number of refinancing’s, a private equity investment, four acquisitions and a subsequent MBO and IPO and remaining until 2019.

Chris is a qualified accountant having started his professional career with Grant Thornton in 1992 and held a number of roles in Corporate Recovery and Corporate Finance across the Midlands and Yorkshire before leaving to join Card Factory in 2007.

Our very own Michael Ball, Partner at The CFO Partnership sat down with Chris to get his take on all aspects of being a NED.

1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?

There is a clearly defined role of the NED providing an independent and external lens on the business together with providing guidance, challenge and support over the effective strategic direction.

There are several more formal areas such as governance and remuneration, where the use of NEDs in a larger organisation can provide a framework to ensure the interests of the shareholders are considered and protected.

In appointing an NED, there is usually a desire on the part of the business to appoint a person who, not only can effectively deliver on those areas outlined above, but can also bring some expertise in the sector, similar situational experiences or access to contacts and resources.

NEDs often develop key relationships with the Executive Directors, providing support and assisting in their development as a leader and in other softer skills, becoming a trusted advocate of the business and often those individuals.

2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?

Communication skills and developing relationships remain front and centre of transferrable skills. Being able to bring examples of situational experience from executive roles are the most additive, providing context and solutions to real world challenges and issues the business may face from time to time. This includes learning from mistakes made so that the business has a greater chance of getting this right first time.

Where there is crossover in sector experience and situational experience this often develops in to providing access to contacts and networks where there is proven experience in meeting the businesses needs to an issue or opportunity.

3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?

I think in all roles as an NED developing relationships with the wider board and senior leadership team is vitally important. Whilst this may be more structured in a larger corporate or PLC, in my current roles I play an active role in supporting and mentoring the existing board and a number of senior leaders that could well progress through to board positions. Developing these people I believe is integral to the wider strategy and culture as the way in which those relationships work, and associated behaviours, is often used to role model what good looks like to the wider teams.

4.Is it important for an NED to have experience in the sector the business operates in?

One of the most important aspects for any potential NED and those making the appointment from within the business is to clearly align on what it is that is required from an NED for that specific business. In larger corporates it is often easier to establish this, as the role may well be a replacement appointment or the addition of a further non exec to meet a clearly defined brief. In growing SMEs, I have found it necessary to work through the clarity of what is required and whilst in many instances, sector experience is important, parallels in situational leadership are equally, if not more important, and examples I have seen have been to include Digital Transformation and Geographical reach in to new markets or territories. The pace of professionalisation within organisational design and systems to support growth or readiness for a future transaction often lend towards a NED with experience of these situations rather than sector specific experience. Clearly both will be differentiators amongst potential candidates.

5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?

I had a clear plan that I wanted to pursue a small number of NED roles following retirement from Executive roles. I think it is very important to consider what you are wanting to achieve from such roles, for me my motivation was to work with interesting, growth businesses with good management where I could see my own experiences supporting and adding value. Having worked hard to achieve a work life balance for myself location was a factor, notwithstanding technology I wanted to make sure I was able to support in person without compromising on the quality of life I had achieved.

I was fortunate enough to take on a Chair role in a charity connected to my previous executive role and also took on a further trustee role in the charity sector. Both were really valuable to demonstrate governance but also helped with behaviours and the transition to an NED.

I would encourage any Executive thinking towards an NED career to actively try and gain experience in that space, in conjunction with their existing executive role, whether that is for another corporate or a charity and will be more relevant to those individuals working at operational board level, perhaps with less visibility to the governance aspects of a company.

There are some good causes and membership of the IOD is highly beneficial to refresh and stay up to date on company law and changes in governance.

6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?

The consideration of new technologies is always appropriate and, in most businesses, I am involved in the adoption of new technologies as an enabler to support growth or efficiency.

We are seeing the adoption of AI to help businesses carry out tasks and process data which is supporting the board with more timely information on which to base decisions, however we are yet to replace an NED with AI!

7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?

There are several reasons people assume an NED role. For me its ultimately to use my skills and experience to support management teams reach better outcomes with my support. Those better outcomes are to see teams develop, improve financial performance and deliver strategic change. Seeing these things evolve at pace in businesses with my support and guidance is what motivates me. As an experienced executive director and operator, the biggest challenge is to support and guide, not to take over and do. It takes self-control, experience and most importantly to respect the Executive Team you are working with and their own roles.

8.What is the one single best piece of advice you were given early in your career that still holds true today?

In any challenging situation consider the intent of others and not how they act or behave. In most scenarios the intent is correct, and alignment of the behaviour and style of others may just be different to yourself. Don’t let this drive the wrong emotions and behaviours. It makes it so much easier to create alignment, agree mutually beneficial actions and drive pace to almost every situation.

Chris Beck’s journey from executive leadership to a seasoned Non-Executive Chairman reflects a wealth of experience, adaptability, and strategic insight. His ability to support and guide management teams while using his deep industry knowledge has proven invaluable in driving growth and shareholder value. With a strong focus on relationship-building, governance, and the evolving role of technology, Chris demonstrates the impact a well-rounded NED can have on a business. His reflections on leadership, mentorship, and strategic decision-making provide valuable lessons for those looking to transition into non-executive roles. As businesses continue to navigate change and expansion, the role of an experienced NED like Chris will remain cricial in shaping their future success.

Leaders Insight - The Role of an Non-Executive Director with Chris Beck

Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.

1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?

2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?

3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?

4.Is it important for an NED to have experience in the sector the business operates in?

5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?

6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?

7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?

8.What is the one single best piece of advice you were given early in your career that still holds true today?

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​Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.

1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?

2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?

3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?

4.Is it important for an NED to have experience in the sector the business operates in?

5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?

6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?

7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?

8.What is the one single best piece of advice you were given early in your career that still holds true today?

Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.