[Albion] Two new Albion directors

[Bozza]

TWO NEW DIRECTORS JOIN ALBION BOARD

We are delighted to welcome Anna Jones and Paul Brown to the club's board as non-executive directors.

Anna was appointed the first female chief executive of The Telegraph Media Group earlier this year and has vast experience in the consumer, media, technology and entertainment sectors. She has held senior-level strategic and operational roles in media and entertainment, as well as board roles at both listed corporations and not-for-profit organisations.

Paul is currently chief executive officer of Swiss music rights company MusicBird and has spent more than 25 years in various commercial leadership roles in global consumer entertainment and technology companies such as Sony Music, Spotify, HTC and The Walt Disney Company. He is a digital transformation specialist, having managed and operated multiple content platform businesses in the music and gaming space. Paul is also a qualified lawyer.

At the same time as welcoming Anna and Paul, we say goodbye to Derek Chapman and Marc Sugarman, who are leaving the board after a combined 40 years’ service.

Chairman Tony Bloom said, “We are delighted to welcome Anna and Paul to the board of directors. They bring vast knowledge and experience which will be important in supporting the long-term growth of the club and helping us further enhance how we connect with our growing fan base both in the UK and around the world.

“I’d also like to thank and pay tribute to Marc and Derek for their unwavering support and commitment over so many years. They have both made a significant contribution during their time on the board, and as lifelong fans I hope they continue to see a lot more success in the future!

 

[Bozza]

Anna Jones profile:

Anna Jones: media big-hitter and champion of female entrepreneurs

The first woman to lead the Telegraph Media Group has been described as ‘extraordinarily energetic, motivated and driven’

www.theguardian.com

 

[Sid and the Sharknados]

What do the non-executive directors on the board actually do? On the website a few people have specific responsibilities mentioned in their profile, but about half of them it's just a blurb about their life/experience etc.

 

[Bozza]

What do the non-executive directors on the board actually do? On the website a few people have specific responsibilities mentioned in their profile, but about half of them it's just a blurb about their life/experience etc.

Our good friend @Goldstone1976 would be able to provide a good answer to this, but I'll chip in.

They'll typically not be involved in day-to-day business operations, but provide some independent oversight and give strategic advice to the exec team, who are hands on day-to-day.

Looking at the backgrounds of the two new non-execs, I suspect their expertise in media and digital rights will be of interest as Albion's global reach expands.

 

[Goldstone1976]

Our good friend @Goldstone1976 would be able to provide a good answer to this, but I'll chip in.

They'll typically not be involved in day-to-day business operations, but provide some independent oversight and give strategic advice to the exec team, who are hands on day-to-day.

Looking at the backgrounds of the two new non-execs, I suspect their expertise in media and digital rights will be of interest as Albion's global reach expands.

Happy to add a bit, though your assessment is completely accurate.

The independent oversight piece you refer to is oversight of the executive team, mainly the CEO. CEOs typically have wide devolved responsibilities and their job is to implement the strategy determined by the Board and achieve the goals (financial and others) that the Board approves. CEOs need to be held to account; it's the NEDs' jobs to do that. They will also often have skills and experience that the CEO/others on the Board do not. A good Chairman (whose job it is, inter alia, to form the Board and then ensure its smooth running) will want NEDs to have relevant experience for whatever the company is trying to achieve - and yes, global expansion would typically be an area where a NED could real value. A NED will typically not be an employee of the business, instead taking a fee (rather than salary) as essentially a contractor on a service contract, and they'll typically not have employee benefits (paid holiday, pension contributions etc etc).

In passing, I know of only one small/medium-sized company that has the job title of Deputy Chairman; it's not immediately apparent to me why a small-medium sized business that already has an engaged Chairman and competent CEO feels the need to have a Deputy Chairman (what new tasks does the DC take on that weren't previously covered by the Chairman or the CEO?). The obvious thing that they could do would be to act as Chairman in Board meetings in the Chairman's absence. I would say that if this were to be the case, it's not best practice to have an executive perform the role; another NED should act as Chairman in those circumstances. Whatever. It's a private company owned very largely by the Chairman; he can do whatever he wants (within the Law).

 

[jcdenton08]

Happy to add a bit, though your assessment is completely accurate.

The independent oversight piece you refer to is oversight of the executive team, mainly the CEO. CEOs typically have wide devolved responsibilities and their job is to implement the strategy determined by the Board and achieve the goals (financial and others) that the Board approves. CEOs need to be held to account; it's the NEDs' jobs to do that. They will also often have skills and experience that the CEO/others on the Board do not. A good Chairman (whose job it is, inter alia, to form the Board and then ensure its smooth running) will want NEDs to have relevant experience for whatever the company is trying to achieve - and yes, global expansion would typically be an area where a NED could real value. A NED will typically not be an employee of the business, instead taking a fee (rather than salary) as essentially a contractor on a service contract, and they'll typically not have employee benefits (paid holiday, pension contributions etc etc).

In passing, I know of only one small/medium-sized company that has the job title of Deputy Chairman; it's not immediately apparent to me why a small-medium sized business that already has an engaged Chairman and competent CEO feels the need to have a Deputy Chairman (what new tasks does the DC take on that weren't previously covered by the Chairman or the CEO?). The obvious thing that they could do would be to act as Chairman in Board meetings in the Chairman's absence. I would say that if this were to be the case, it's not best practice to have an executive perform the role; another NED should act as Chairman in those circumstances. Whatever. It's a private company owned very largely by the Chairman; he can do whatever he wants (within the Law).

Maybe this is rather simplistic, but would the addition of more NEDs suggest a lack of direction currently for Barber in these areas? I.e given their specific backgrounds, an underachievement or unfulfilled expectation of growth in those areas?

Second question, I was very much under the impression that often NEDs are added to bolster stock market perception. Eg. Enron paying $$$$$ for people like John Wakeham to attend a board meeting once a year at a mere pretence of credibility and to reassure the markets.

With us being entirely privately owned, why would this be necessary?

 

[Terry Butcher Tribute Act]

Any hint of a connection to Brighton or is this a real corporate move?

 

[timbha]

Maybe this is rather simplistic, but would the addition of more NEDs suggest a lack of direction currently for Barber in these areas? I.e given their specific backgrounds, an underachievement or unfulfilled expectation of growth in those areas?

Second question, I was very much under the impression that often NEDs are added to bolster stock market perception. Eg. Enron paying $$$$$ for people like John Wakeham to attend a board meeting once a year at a mere pretence of credibility and to reassure the markets.

With us being entirely privately owned, why would this be necessary?

I’d say no and no.

Non execs, as a collective should broadly cover all aspects of the business so they can provide challenge to the strategy and the implementation of that strategy. Clearly the CEO won’t have expertise in every area but his senior team should.

NEDs should not be appointed for PR purposes. Their role is to assist the Chairman of the Board in exercising his/her duties.

 

[Paulie Gualtieri]

What do the non-executive directors on the board actually do? On the website a few people have specific responsibilities mentioned in their profile, but about half of them it's just a blurb about their life/experience etc.

NEDS are there to independently challenge shareholding board members and executive board members who are running the business day to day using their industry specific experience

NEDS are part time and will attend board meetings and nominated committees only

More details below

A non-executive director (NED) plays a critical role in the governance and oversight of a company. Unlike executive directors, who are involved in the day-to-day management of the company, non-executive directors are not part of the executive management team and typically do not engage in daily operations. Their primary responsibilities include:

1. Oversight and Governance: Ensuring the company operates within the law and complies with regulations. They provide a check and balance on the actions of the executive directors.
2. Strategic Guidance: Offering independent judgment on strategy, performance, resources, and standards of conduct. They contribute to the development and approval of the company’s strategic direction.
3. Monitoring Performance: Evaluating the performance of executive management and the company as a whole. They review the company’s financial performance and ensure that risks are being properly managed.
4. Risk Management: Ensuring the company has appropriate risk management processes in place. They help in identifying, monitoring, and mitigating potential risks.
5. Bringing Expertise and Experience: Bringing an outside perspective and specialized expertise to the board. NEDs often have experience in various industries and can provide valuable insights and advice.
6. Stakeholder Interests: Representing the interests of shareholders and other stakeholders, ensuring that their concerns are addressed in board discussions and decisions.
7. Board Committees: Often serving on various board committees such as audit, remuneration, and nomination committees, where they can provide independent oversight and scrutiny.

Overall, the role of a non-executive director is to ensure that the company remains viable and effective while adhering to the highest standards of corporate governance.

 

[Thunder Bolt]

Happy to add a bit, though your assessment is completely accurate.

The independent oversight piece you refer to is oversight of the executive team, mainly the CEO. CEOs typically have wide devolved responsibilities and their job is to implement the strategy determined by the Board and achieve the goals (financial and others) that the Board approves. CEOs need to be held to account; it's the NEDs' jobs to do that. They will also often have skills and experience that the CEO/others on the Board do not. A good Chairman (whose job it is, inter alia, to form the Board and then ensure its smooth running) will want NEDs to have relevant experience for whatever the company is trying to achieve - and yes, global expansion would typically be an area where a NED could real value. A NED will typically not be an employee of the business, instead taking a fee (rather than salary) as essentially a contractor on a service contract, and they'll typically not have employee benefits (paid holiday, pension contributions etc etc).

In passing, I know of only one small/medium-sized company that has the job title of Deputy Chairman; it's not immediately apparent to me why a small-medium sized business that already has an engaged Chairman and competent CEO feels the need to have a Deputy Chairman (what new tasks does the DC take on that weren't previously covered by the Chairman or the CEO?). The obvious thing that they could do would be to act as Chairman in Board meetings in the Chairman's absence. I would say that if this were to be the case, it's not best practice to have an executive perform the role; another NED should act as Chairman in those circumstances. Whatever. It's a private company owned very largely by the Chairman; he can do whatever he wants (within the Law).

Don‘t forget the chairman goes to Australia on a regular basis in winter, so will need his deputy to, er, deputise for him.

 

[Cheshire Cat]

Our good friend @Goldstone1976 would be able to provide a good answer to this, but I'll chip in.

They'll typically not be involved in day-to-day business operations, but provide some independent oversight and give strategic advice to the exec team, who are hands on day-to-day.

Looking at the backgrounds of the two new non-execs, I suspect their expertise in media and digital rights will be of interest as Albion's global reach expands.

But can they play left back?

 

[Harry Wilson's tackle]

Happy to add a bit, though your assessment is completely accurate.

The independent oversight piece you refer to is oversight of the executive team, mainly the CEO. CEOs typically have wide devolved responsibilities and their job is to implement the strategy determined by the Board and achieve the goals (financial and others) that the Board approves. CEOs need to be held to account; it's the NEDs' jobs to do that. They will also often have skills and experience that the CEO/others on the Board do not. A good Chairman (whose job it is, inter alia, to form the Board and then ensure its smooth running) will want NEDs to have relevant experience for whatever the company is trying to achieve - and yes, global expansion would typically be an area where a NED could real value. A NED will typically not be an employee of the business, instead taking a fee (rather than salary) as essentially a contractor on a service contract, and they'll typically not have employee benefits (paid holiday, pension contributions etc etc).

In passing, I know of only one small/medium-sized company that has the job title of Deputy Chairman; it's not immediately apparent to me why a small-medium sized business that already has an engaged Chairman and competent CEO feels the need to have a Deputy Chairman (what new tasks does the DC take on that weren't previously covered by the Chairman or the CEO?). The obvious thing that they could do would be to act as Chairman in Board meetings in the Chairman's absence. I would say that if this were to be the case, it's not best practice to have an executive perform the role; another NED should act as Chairman in those circumstances. Whatever. It's a private company owned very largely by the Chairman; he can do whatever he wants (within the Law).

Quite.

In research charities there is an executive (CEO and department heads) who oversee the work by Strategy, and a council (that includes the CEO but decisions are mandated by the President) who create the Plan and oversee the executive for legal compliance and governance (working to the plan) . At The Albion the president is the owner and the CEO is PBOBE.

(the weird thing about a research charity is the president is temporary (elected) but the CEO as an employee is effectively 'permanent' I think this may be how Barcelona and Real Madrid operate.

 

[Harry Wilson's tackle]

Don‘t forget the chairman goes to Australia on a regular basis in winter, so will need his deputy to, er, deputise for him.

I hope he has access to Sky TV

 

[Thunder Bolt]

I hope he has access to Sky TV

I believe he has his own private stream from the club.

 

[tedebear]

With us being entirely privately owned, why would this be necessary?

NED’s often give you outside expertise, market advice and insight without paying the exorbitant salary/expenses of a CEO or C level exec. They are good arms length litmus testers and in my experience provide good objective views on strategy and overall operating choices and decisions. I’ve worked with a few who do very little for their fee, but some I’ve worked with are actually better than the CEO, and kept them on their toes…

 

[tronnogull]

Happy to add a bit, though your assessment is completely accurate.

The independent oversight piece you refer to is oversight of the executive team, mainly the CEO. CEOs typically have wide devolved responsibilities and their job is to implement the strategy determined by the Board and achieve the goals (financial and others) that the Board approves. CEOs need to be held to account; it's the NEDs' jobs to do that. They will also often have skills and experience that the CEO/others on the Board do not. A good Chairman (whose job it is, inter alia, to form the Board and then ensure its smooth running) will want NEDs to have relevant experience for whatever the company is trying to achieve - and yes, global expansion would typically be an area where a NED could real value. A NED will typically not be an employee of the business, instead taking a fee (rather than salary) as essentially a contractor on a service contract, and they'll typically not have employee benefits (paid holiday, pension contributions etc etc).

In passing, I know of only one small/medium-sized company that has the job title of Deputy Chairman; it's not immediately apparent to me why a small-medium sized business that already has an engaged Chairman and competent CEO feels the need to have a Deputy Chairman (what new tasks does the DC take on that weren't previously covered by the Chairman or the CEO?). The obvious thing that they could do would be to act as Chairman in Board meetings in the Chairman's absence. I would say that if this were to be the case, it's not best practice to have an executive perform the role; another NED should act as Chairman in those circumstances. Whatever. It's a private company owned very largely by the Chairman; he can do whatever he wants (within the Law).

My sense was that PB was given the title Deputy Chairman along with a hefty pay rise a few years ago to fend off big offers from bigger clubs. I seem to recall that Liverpool were approaching him.

 

[Harry Wilson's tackle]

I believe he has his own private stream from the club.

I was making a snide dig at Sunak. Time I let it go? Probably

 

[Pavilionaire]

This seems natural evolution. Derek Chapman has certainly been important in helping build the club's infrastructure but that bit is done. The club now need to help build that global brand with reach in South America, Africa and the Far East.