Trevor Parker

What Is an HR Business Partner, and Why Do They Matter?

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What Is an HR Business Partner, and Why Do They Matter?

An HR Business Partner (HRBP) is a strategic role within the human resources function, designed to embed HR expertise directly into the business. Unlike traditional HR roles that focus primarily on administrative tasks, compliance, and policy implementation, HRBPs are intended to work closely with specific business units or departments. Their purpose is to align HR initiatives with the organisation’s strategic objectives, ensuring that people strategies directly support business performance.

HRBPs are there to provide tailored HR support to business leaders, acting as advisors on workforce planning, talent management, organisational design, and employee engagement. The goal is for HRBPs to build strong relationships with the teams they serve, enabling them to deliver insights and solutions that improve performance, enhance employee experience, and drive value across the organisation.

In theory, the role of the HRBP represents a significant evolution in how HR contributes to business success. By working alongside operational teams, HRBPs should bridge the gap between traditional HR priorities and the real-world needs of the business. However, the effectiveness of an HRBP depends entirely on their ability to understand the business they are partnering with, which is where challenges often arise.

The Advent of HR Business Partners: Bridging the Gap or Widening the Void?

While the introduction of HRBPs was a step towards aligning HR with the strategic goals of businesses, the role often falls short of its potential. All too frequently, HRBPs lack the operational knowledge necessary to genuinely partner with the business units they are assigned to support.

I often encounter HRBPs who have little understanding of what the business department they are supposed to partner with actually does or how it operates. They lack insight into the department’s day-to-day challenges, key performance drivers, and operational realities. Instead of closing the gap between HR and the business, this disconnect can inadvertently widen it, creating frustration on both sides and undermining the very purpose of the role.

Upskilling HR Business Partners to Understand the Business

While it may seem obvious that HR Business Partners (HRBPs) need a deep understanding of the departments they support, in practice, this level of integration and knowledge-building often doesn’t happen. Many organisations assume that HRBPs can gain the necessary insight simply through conversations or high-level briefings, but this approach rarely provides the depth required to make a real impact.

Because HR professionals tend to be people-oriented, it is often assumed they will fit right in and that the department will welcome them with open arms. On the face of it, this might even appear to be the case—initial relationships may seem smooth, and the HRBP might quickly establish rapport. However, even with a warm reception, the HRBP will be far better placed to support the department if they are fully immersed in its operations. This means not just attending meetings and shadowing team members but, where relevant, aligning their working patterns with those of the department. For example, if the department works shifts, the HRBP should occasionally work shifts as well. By experiencing the realities of the team’s schedules, challenges, and culture firsthand, they can gain insights that are impossible to achieve from a distance. This level of commitment demonstrates to the team that the HRBP is invested in understanding their world, building trust and credibility while equipping them to provide more effective and tailored support. Without this level of immersion, even the most personable and well-intentioned HRBP will struggle to move beyond surface-level engagement.

Why Qualification and Business Acumen Are Non-Negotiable

If you are investing in HRBPs, you must insist they are genuinely qualified to partner with your business. This doesn’t just mean being proficient in HR processes; it means having a deep understanding of the business itself. An effective HRBP should speak the language of the teams they support, understand their pain points, and propose solutions that make both operational and commercial sense.

Some of the best HRBPs I have encountered didn’t come from a traditional HR background. Instead, they started their careers on the shop floor or in operational roles and later retrained in HR. This experience gives them an invaluable edge: they’ve lived the realities of the business, understand how it works, and can connect with frontline employees. They don’t just bring theoretical HR knowledge—they bring practical insights that translate into meaningful, actionable support.

In contrast, career HR professionals without this exposure may struggle to gain the trust and credibility of the teams they support. This isn’t a criticism of HR expertise, but rather a recognition that to truly partner with the business, HRBPs need more than HR knowledge—they need business acumen.

Building Better HR Business Partners

To realise the full potential of the HRBP role, organisations should:

  1. Prioritise Business Acumen in Recruitment: Look for candidates with operational or cross-functional experience, even if their HR qualifications are still in progress.
  2. Invest in Business Knowledge: Provide HRBPs with immersive training or shadowing opportunities in the departments they will support, so they can build their understanding from the ground up.
  3. Challenge the Status Quo in HR: Encourage HR leaders to embrace a broader perspective, linking people strategies directly to business outcomes rather than solely HR metrics.
  4. Encourage a Two-Way Partnership: HRBPs should not just provide advice; they should actively listen and engage with operational teams, demonstrating they are as invested in the success of the business as the employees they support.

HR Business Partners have the potential to transform the relationship between HR and the business, shifting it from a source of tension to a powerful driver of organisational success. But achieving this requires more than good intentions—it requires ensuring that HRBPs are equipped with the skills, knowledge, and mindset needed to truly partner with the business. When done right, HRBPs can elevate both HR and the teams they support, creating lasting value for the entire organisation.

Trevor Parker

Navigating Trust, Betrayal, and Resilience in Leadership

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Navigating Trust, Betrayal, and Resilience in Leadership

Starting with Empathy: “What’s on Your Mind?”

Leadership often begins with empathy. When coaching, I always open with the question, “So, what’s on your mind?” This simple question sets the stage for open dialogue and helps clients explore their challenges. Recently, during a coaching session, one of my clients, James, who runs a professional services business with a turnover of £2 million, shared a deeply personal and troubling situation. He explained that he was being taken to an industrial tribunal by an employee he had supported more than any other team member. The employee had not only named him personally in the claim but was also attempting to sue him personally for alleged misconduct.

James was devastated. He had mentored this employee, taking her under his wing and treating her with exceptional care. He even shared text messages from her, where she expressed gratitude, stating he was the only boss who had treated her with respect and inclusivity. Yet now, she was accusing him of being a bully, discriminatory, and prejudiced—the very opposite of what he stood for. When I asked James if he had documented any of these positive interactions in the form of performance reviews, he admitted he hadn’t. This lack of documentation meant he had no concrete evidence to back up his support for the employee, leaving him vulnerable in the dispute. This betrayal had shaken him to the core, to the point where he considered closing his business.

This guide explores the complex emotions leaders face when trust is broken and how to navigate such situations with clarity and resilience.

The Devastation of Betrayal

Being taken to an industrial tribunal by someone you’ve supported, mentored, and even protected can be one of the most emotionally jarring experiences a leader endures. It feels deeply personal because leadership is personal. You’ve likely invested your time, energy, and perhaps even your heart into building a team and a business that feels like a family. But when an employee, particularly one you’ve gone out of your way to support, turns against you, it shakes the very foundation of that trust.

Let’s address some critical truths:

  1. It’s Not a Family Many leaders, especially those who build businesses from the ground up, foster a culture that feels like family. However, businesses are not families; they are professional entities. Employees may form bonds, but their motivations are influenced by a wide range of personal and professional factors that may conflict with yours. Recognising this distinction is key to setting boundaries that protect you and the business.
  2. Human Motivation and Survival Instincts People act in self-interest, particularly when they feel cornered or vulnerable. Understanding the psychology of human motivation can provide valuable insight into why employees may act against their perceived benefactors.
    • The Reptilian Brain and Fight-or-Flight: At the core of human behaviour lies the reptilian brain, which governs survival instincts. When people feel threatened—financially, emotionally, or professionally—this part of the brain triggers the fight-or-flight response. In a workplace context, this can manifest as aggression (fight) or disengagement (flight). Even loyal employees may react defensively when their survival seems at stake.
    • Perception Over Reality: The fight-or-flight response is often triggered by perception, not reality. An employee may interpret constructive feedback as a personal attack or a challenging situation as an existential threat, leading to actions that seem disproportionate or unjust.
    • Social Influence and Justification: The human brain also seeks social validation for decisions. External influences, such as advice from friends or legal representatives, can embolden employees to take adversarial actions they might otherwise avoid. Justifying their behaviour becomes a way to reconcile actions with their sense of self.
  3. Why Allegiances Shift Employees can suddenly turn aggressive due to external influences, misunderstandings, or misinterpretations of actions and intentions. Legal action, for example, might not always stem from malice. It could be prompted by financial stress, the advice of others, or even a misalignment of expectations.

Understanding these dynamics doesn’t excuse negative behaviour but helps frame it within the broader context of human motivation and psychology. This perspective can equip leaders to respond with greater resilience and less emotional reactivity.

What Do HR Always Tell You?

As a professional leader, it goes without saying that performance improvement is a large part of your role. This is not just about satisfying HR requirements but about effectively leading your team. By taking performance management seriously and changing your mindset from seeing HR as a bureaucratic necessity to viewing it as a performance-enhancing function, you can transform HR into a force multiplier for your business.

HR professionals consistently stress the importance of proper processes for managing employee performance. We know we should follow these processes, but often HR systems can feel cumbersome and disconnected from business priorities. My processes, however, are specifically and directly linked to business goals. Here’s what effective HR practices look like:

  1. Start with a Sound Role Profile Clearly outline the expectations of the job. A comprehensive role profile provides a foundation for performance management and helps employees understand their responsibilities and goals. I also link role profiles directly to the company’s mission to ensure alignment between individual contributions and organisational objectives. 
  2. Set Clear Values and Behaviours Define the core values and behaviours expected within the organisation. These are not just theoretical concepts—they can and should be measured. During performance reviews, assess how well employees align with these values and behaviours, and provide specific feedback. This process reinforces their importance and ensures accountability. 
  3. Regular Structured Performance ReviewsRegular Structured Performance Reviews. Conduct regular reviews using the role profile, values, and behaviours as benchmarks. These structured conversations ensure employees understand how they are performing and where they can improve. Have you recently reviewed your performance review processes? If not, what steps could you take to make them more effective?
  4. Document Interactions and Feedback Using a reliable recording tool like Plaud can help capture and organise key conversations and feedback, ensuring clarity and transparency.
  5. Be Transparent and Professional Approach all feedback and performance discussions with professionalism and clarity. Document each step of the process, from initial discussions to follow-ups and action plans.

By following these practices, you not only enhance individual and team performance but also build a robust file of evidence that could be crucial if disputes arise. This documentation is not just good HR practice; it’s the right thing to do for your business. Clear expectations and accountability improve operational efficiency and create a culture of trust and fairness.

The Legal Landscape: Can an Employee Sue You Personally?

In the UK, most employment disputes target the company rather than the individual employer. However, under certain circumstances, personal liability may arise. For instance:

  1. Discrimination Claims If an employee alleges direct discrimination (e.g., based on race, gender, sexuality), they might attempt to hold you personally accountable. While your business—as the employer—is typically the primary respondent, personal claims are not unheard of.
  2. Evidence and Context Having clear evidence, such as the supportive text messages you’ve received, will be critical. Ensure that all interactions and decisions are well-documented. Even with such records, it’s essential to rely on professional legal advice to ensure that your defence is robust.
  3. Legal and Emotional Preparation Engage with employment law specialists early in the process. Knowing your rights and responsibilities is crucial, but equally, focus on protecting your emotional wellbeing during what can be a draining ordeal.

How to Regain Trust and Confidence

The emotional fallout from such events can lead to a loss of faith in employees and even in yourself. However, as a leader, your ability to rise above personal setbacks is critical.

  1. Separate Emotion from Logic Recognise that the hurt you feel is valid but cannot dictate your decisions. If you close your business out of despair, you not only lose what you’ve built but also your chance to redefine its future.
  2. Seek Trusted Counsel Surround yourself with advisors and mentors who can offer an external perspective. Peer support groups, such as Duratus, can be invaluable in providing insight, empathy, and practical advice from those who’ve faced similar challenges.
  3. Reframe the Narrative Instead of viewing this as an irreparable breach of trust, consider it an opportunity to reassess your leadership style, workplace culture, and personal boundaries. Ask yourself:
    • Are there systems in place to address grievances before they escalate?
    • How can you maintain professionalism while fostering a supportive environment?
    • Have you set clear expectations for employee behaviour and accountability?
  4. Focus on the Team’s Future Remember that one negative experience doesn’t define your entire workforce. Rebuilding trust takes time, but it starts with transparency and clear communication with your remaining team.
  5. Conduct an Internal Audit Use this situation as an opportunity to review your performance management processes, role profiles, and cultural alignment. Proactively identify gaps and implement changes to strengthen the organisation for the future.
  6. Look Beyond the Crisis Reflect on how this experience can inform and strengthen your leadership. Use it as a chance to refine your approach, reinforce your values, and foster a more resilient organisational culture.

Final Thoughts: Building Resilience in Leadership

Leaders carry a heavy emotional burden, and betrayal can amplify feelings of doubt and isolation. However, moments like these are pivotal in shaping your leadership journey. Resilience doesn’t mean ignoring the pain—it means acknowledging it, learning from it, and using it as a foundation for growth.

Your business isn’t a family, but it is a professional ecosystem that you’ve nurtured. Protect it with the same diligence you’ve shown to your team, and remember that setbacks, while painful, often lead to reinvention and renewed purpose. Ultimately, leadership is about balance: understanding human nature, setting boundaries, and maintaining your vision through adversity.

Trevor Parker

The Hidden Cost of Remote Work

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The Hidden Cost of Remote Work – Why Leaders Are Losing Their Influence

In the era of remote work, many businesses celebrate flexibility as a productivity win. But for leaders, there’s an unintended consequence: the dilution of their influence. Without regular in-person interactions, leaders lose opportunities to connect, align, and inspire their teams in ways that foster performance and growth. This guide explores why business leaders are losing their impact and how this affects team cohesion, performance, and culture.

The Cost of Leadership Absence

Leaders play a critical role in showing the way and leading by example. Their behaviours set the tone for the organisation, creating a benchmark for how to act, think, and approach challenges. When working remotely, leaders lose the opportunity to:

  • Stop, praise, and coach: In the physical workplace, leaders naturally encounter moments to recognise great work, correct small missteps, or coach someone toward a better outcome. These moments often arise informally, during chance encounters or as they observe the team in action. In a remote setting, these opportunities vanish unless actively scheduled.
  • Model desired behaviours: A leader’s punctuality, professionalism, and approach to challenges are often unconsciously mirrored by their teams. Being visible—whether by rolling up their sleeves during crunch time or demonstrating calm under pressure—is harder to replicate when interactions are limited to structured meetings.

The Subtle Art of Leading by Example

Great leaders inspire action not just through formal communication but by their presence and conduct. In an office, this might look like:

  • Engaging with everyone: Leaders who walk the floor, check in on their teams, and take the time to connect demonstrate accessibility and approachability. This fosters trust and reinforces alignment.
  • Reacting in the moment: Leaders can immediately respond to challenges, showing resilience and problem-solving in action. Teams learn through observation, an experience remote environments rarely provide.
  • Celebrating success: Small wins often go unnoticed in remote settings. In-person interactions allow leaders to stop and praise individuals or teams, reinforcing positive behaviours and morale.

When these actions are absent, teams can feel unmoored, leading to disengagement and a loss of momentum.

The Impact of Missing Visual and Subtle Cues

In-person leadership is enhanced by non-verbal communication and environmental observation. Remote work strips these tools away, making it harder for leaders to:

  • Spot disengagement: A furrowed brow, slumped posture, or lack of energy in the office signals frustration, confusion, or burnout. In video meetings, these cues are often hidden or muted entirely.
  • Sense cultural drift: In-person, leaders can observe how employees interact with one another, identifying early signs of misalignment or tension. Remote work makes it harder to pick up on these signals.
  • Coach in real time: A quick correction or guidance offered in the moment is far more effective than a delayed conversation. Leaders lose the immediacy of teaching and course-correcting when they aren’t physically present.

Quantifying the Value of Direct Influence

Studies consistently show that the physical presence of leaders enhances performance:

  • Direct interactions lead to up to a 25% performance boost compared to remote management (Harvard Business Review).
  • Face-to-face communication is 34 times more effective than written requests (MIT Sloan).
  • Teams with visible leadership report 30% higher engagement and 23% higher satisfaction (Gallup).

The performance gains are tied to the ability of leaders to influence directly through action, presence, and interaction.

The Cost of Lost Opportunities

When leaders are remote, they miss out on the small but impactful moments that define great leadership:

Stopping and praising: Without physical proximity, it’s harder to celebrate effort or outcomes in the moment, leading to diminished morale and motivation.

Real-time coaching: Correcting misunderstandings or guiding someone toward better performance is delayed in remote settings, which may allow small issues to snowball into larger problems.

Reinforcing culture: The visible embodiment of values—whether through work ethic, collaboration, or decision-making—is a powerful tool for alignment. Leaders lose this when they operate primarily via screens.

Hybrid Models: A Compromise, But Not a Solution

While hybrid work models allow for some in-person interaction, they are ultimately a compromise rather than a solution. As a leader, I am not a fan of hybrid approaches because they can often feel fragmented and fail to fully recreate the benefits of consistent, physical presence. However, they are better than nothing, and if a fully in-office model isn’t possible, hybrid arrangements can help mitigate some of the downsides of remote work.

Interestingly, there is evidence suggesting that employee turnover might be lower in remote or hybrid firms, which could be an argument in favour of maintaining some level of flexibility:

  • A 2017 study found that companies offering remote work options experienced a 25% reduction in employee turnover compared to office-only setups.
  • Research by Remote.com noted that businesses with remote and hybrid models reported higher employee retention rates from 2019 to 2022, while turnover for office-based workers increased by 11.5%.
  • A Stanford University study showed that resignations decreased by 33% among employees transitioning from full-time office work to a hybrid schedule.

These findings suggest that flexible work arrangements may enhance retention by addressing employee preferences for work-life balance and autonomy.

That said, while lower turnover is beneficial, it doesn’t eliminate the challenges associated with diminished leadership influence, reduced alignment, and the loss of immediate coaching opportunities. Leaders must weigh these trade-offs carefully when designing their workforce strategies.

Embracing the Challenge

Leadership is as much about being seen as it is about communication. When leaders are visible, they can inspire, guide, and support their teams in real time, creating a culture of excellence through action. Remote work need not entirely erase these opportunities, but leaders must actively find ways to compensate for the gaps it creates.

By leading by example, praising, and coaching in the moment, leaders can retain their influence and foster the high performance that comes with it. Whether through hybrid models or increased strategic interaction, rethinking how leadership is practised in a remote world is essential for long-term success.

Sources:

  1. Gallup: “The State of the Global Workplace”
  2. Harvard Business Review: “Why Face-to-Face Communication is Better than Digital”
  3. MIT Sloan Review: “The Power of Proximity in Leadership”

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.

Trevor Parker

Managing Post-Funding Decisions – Avoiding the OPEX Trap

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Managing Post-Funding Decisions – Avoiding the OPEX Trap

Securing an injection of funding is a pivotal moment for any business. It validates your vision and provides the resources to pursue growth opportunities. However, this influx of cash can tempt management teams to expand operational expenditure (OPEX)—particularly through increased headcount—without fully considering the financial impact.

While optimism and ambition are crucial, it’s essential to remember that increasing OPEX too quickly can erode profitability, leaving businesses scrambling to maintain performance rather than improve results. This guide explores how to make smarter, more sustainable decisions when managing post-funding spending, linking costs to revenue, and maintaining profitability.

The Challenge: The Temptation to Over-Invest in OPEX

One common post-funding misstep is rapidly expanding management headcount or other fixed costs to demonstrate progress. With the average UK management salary at £40,000, adding headcount can quickly escalate OPEX.

It’s vital to calculate the financial impact of these decisions. For example:

  • At a 5.7% gross profit margin (the UK average in 2023 and 2024), every £40k in costs requires £702k in additional revenue just to maintain profitability.
  • The margin for error is slim, and poor planning can lead to negative outcomes, even in high-growth scenarios.

This makes it imperative for businesses to align spending with achievable revenue targets while ensuring that profitability is preserved.

The Context: Trends in UK Gross Profit Margins

Over the past three years, the average gross profit margin for UK companies has shown modest improvement:

  • 2022: 3.98%
  • 2023: 5.70%
  • 2024: 5.70%

While these figures represent a positive trend, they also highlight how narrow profit margins remain for many businesses. It’s important to note that these averages vary significantly by industry, meaning your specific gross margin may be higher or lower.

This variability underscores the importance of understanding your business’s unique financial metrics before making significant OPEX decisions.

Recognise Internal Pressures to Expand Teams

It’s not uncommon for existing management to push for the recruitment of additional subordinates after a funding round. In my experience, your management team will often be convinced they need more heads to handle the additional workload and expectations.

While these requests can have merit, it’s essential not to take them at face value. Don’t assume the need for additional headcount is entirely factual. Instead, work through the specifics:

  • What additional effort is required, and is it truly beyond the current team’s capacity?
  • Can the workload be redistributed, streamlined, or supported through tools or processes before committing to new hires?
  • Will this new role genuinely alleviate constraints or simply create new layers of management?

Taking the time to evaluate these pressures critically helps avoid the “easy option” of expanding headcount unnecessarily and ensures every hire contributes directly to value creation and sustainable growth.

Challenge the Justification of Additional Costs

I often hear management teams justify a £40k investment by breaking it down into monthly salary terms—seeing it as a manageable £3,333 per month. While this might make the cost feel more palatable, it’s only part of the picture.

Instead, consider the £702k in additional revenue required to cover that £40k annual cost (based on an average 5.7% gross margin). Spread that revenue target over 12 months—suddenly, it’s a staggering £58,500 in extra revenue per month just to stand still.

When viewed from this perspective, does the investment still feel like a “no-brainer”? Reframing the conversation this way encourages leaders to assess whether the additional cost is truly necessary and whether the associated revenue targets are realistic.

Reframing the Post-Funding Conversation

Instead of asking, “What can we do with this funding?”, ask:

  • “How much additional revenue is required to offset new costs?”
  • “Are these expenditures sustainable given our profit margins?”
  • “How can we optimise existing processes before increasing fixed costs?”

By shifting the focus from spending to sustainability, businesses can avoid common pitfalls and ensure that growth efforts lead to tangible, profitable results.

Practical Framework for Post-Funding Decisions

1. Understand the Financial Impact of Additional Costs

With average UK gross profit margins at 5.7%, it’s essential to calculate the revenue required to break even on new expenditures. For example:

  • Every additional £40k management salary demands £702k in new revenue to maintain profitability.
  • To improve profitability, the required revenue is even higher.

This highlights how even modest increases in OPEX can have outsized implications for revenue targets.

2. Optimise Existing Processes Before Expanding

Use funding to address inefficiencies and strengthen existing systems before committing to increased OPEX. Scaling flawed processes amplifies inefficiencies, leading to wasted resources and reduced profitability. Focus on:

  • Automating repetitive tasks.
  • Streamlining workflows.
  • Enhancing operational systems to handle growth without proportional cost increases.

3. Invest Strategically, Not Reactively

Expanding headcount is often necessary for growth, but it should always align with clear ROI. Before making new hires, assess whether the role:

  • Addresses a critical constraint to growth.
  • Will lead to measurable revenue or efficiency gains.
  • Could achieve the same outcomes through outsourcing or technology.

4. Link Expenditure to Revenue-Generating Activities

Ensure that every expenditure contributes directly or indirectly to revenue. For example:

  • Instead of hiring additional management, could a combination of junior roles and improved systems achieve similar outcomes at a lower cost?
  • Are you investing in sales or marketing capabilities that will drive the necessary revenue growth?

5. Foster Financial Awareness Across the Team

Educate your leadership team on the relationship between OPEX, profit margins, and revenue. Encourage them to think critically about how each decision impacts the bottom line. This not only leads to better decisions but also creates a culture of accountability and strategic focus.

Key Questions for Post-Funding Spending Decisions

  • Does this expenditure align with our growth strategy, or is it reactive?
  • How much additional revenue is needed to cover these costs?
  • Are our current systems optimised to handle growth, or are we scaling inefficiencies?
  • Could alternative solutions achieve the same outcomes more cost-effectively?

The Leadership Advantage: Sustainable Growth Over Quick Wins

Post-funding decisions set the tone for your business’s next phase. While it’s tempting to ramp up OPEX to deliver immediate results, it’s crucial to prioritise profitability and long-term sustainability.

By understanding the financial implications of decisions—such as the revenue required to support an average £40k management salary—you can ensure that your growth efforts are strategic, measurable, and sustainable.

At NorthCo, we specialise in helping leadership teams navigate these critical moments. Our tailored leadership and operational support services ensure that businesses maximise the value of their funding while avoiding common pitfalls.

Conclusion: Grow Smarter, Not Harder

Post-funding growth should be exciting, not stressful. By linking spending to achievable revenue targets and maintaining focus on profitability, you can avoid the OPEX trap and position your business for sustained success.

Subscribe to our newsletter for more actionable insights on leadership, operations, and sustainable growth strategies.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.