Good point. Just trying to research the quote when Dixie trashed the fanbase. Be back with you in a billion years.
Exactly.
All the hand wringing over Sharp blows my mind. "He's in a difficult position" etc.
Ne nailed his colours to the mast after the last protests over 10 years ago.
He's been the Chairs favourite puppy since then. For the board to promote him as a non-exec is pathetic. The whole point of a non-exec is they have NO or very little prior relationship with the business. They have fresh, honest eyes on the behalf of the shareholders.
Here's a list of 9 traits that make a great non-exec I just pulled from Google.
He qualifies in NONE of the listed qualities. It was typical of Kenwright.
"Get Sharpy on board, the fans will love that!“
1.
Educated
A non-executive director is not a decorative ornament; they play a vital role in governance. A successful non-executive director understands good corporate governance and challenges poor decisions.
2.
Fearless
Non-executive directors are fearless; they cannot feign ignorance of the company’s operations as they must sound alarm bells when necessary.
3.
Independent
A non-executive director should be independent of management and not have a relationship with the business that could interfere with their duty to act in the company’s best interests.
4.
Financially literate
Non-executive directors must ensure the integrity of published financials and oversight of non-financial issues relating to the environment, governance and corporate social responsibility. A qualification in corporate governance is desirable.
5.
Vocal
Non-executive directors are not acting in the “best interests” of the company they serve if they are silent about breaches of regulations and questionable management practices. Great non-executives speak out constructively.
6.
Challenging
Non-executive directors are expected to speak up if their company’s board is compromising on ethical issues.
7.
Audit savvy
Non-executive directors should constitute a majority in the audit committee of the board. It is also useful if the committee has a practical internal audit function which reports directly to it.
8.
Strategic
Non-executive directors should provide objective and independent advice to the board to enable it to make better decisions in all shareholders and stakeholders’ interest.
9.
A catalyst for change
When appropriate, a non-executive director should act as a catalyst for change and challenge the status quo.