Trevor Parker
Chair | Non-Executive Director | Interim Leader | Strategic CEO Advisor
I work with senior leadership teams and investors to bring clarity, pace, and execution discipline into businesses navigating growth, transition, or performance challenge.
My background is as a former CEO who has led organisations through growth, crisis, restructuring, and recovery. I have grown a business from £5M to £150M, raised over £80M in capital, and worked across family-owned firms, PE-backed businesses, and complex stakeholder environments.
Much of my work now sits at the intersection of leadership, operations, and governance. I support boards, CEOs, and senior teams to translate intent into action, restore control where it has drifted, and build operating foundations that sustain performance.
Experience that holds up under pressure
I have led businesses through covenant stress, operational underperformance, leadership overload, and rapid growth. I understand what it feels like when responsibility sits squarely with leadership and decisions carry real consequences.
When required, I step directly into executive roles as Interim CEO, CRO, or COO. In other situations, I work alongside leaders as a trusted operational and strategic partner, helping them think clearly, align their teams, and maintain disciplined execution.
The common thread in all engagements is practical judgement, discretion, and an unwavering focus on strengthening the business without creating unnecessary disruption.
Principal-led, selectively supported
While I remain directly accountable for every engagement, I do not operate in isolation.
Where additional depth is required, I draw on a small trusted support team and specialist capability to strengthen delivery. This may include analytical resource, operational research, systems support, or targeted expertise aligned to the needs of the business.
This structure allows additional capability to be introduced seamlessly, without added layers, diluted accountability, or consultancy overhead. Senior oversight remains constant, and responsibility remains clear.
The intention is simple: strengthen the business with the right capability at the right time, without losing focus or pace.
Track record
• Scaled a business from £5M to £150M through acquisition and organic growth
• Raised over £80M in growth and restructuring capital
• Restored double-digit margin improvement in PE-backed businesses
• Stabilised companies facing covenant stress and operational breakdown
• Supported boards and management teams through turnaround, transition, and exit
How I work
I am not brought in to replace leadership or impose theory.
I work constructively alongside those accountable for the business, bringing independent perspective, operational insight, and hands-on support where it genuinely accelerates progress. Engagements adapt to what the situation requires and often evolve as clarity improves.
Clarity before complexity
Businesses rarely struggle because leaders lack intelligence. They struggle because priorities become diluted and execution loses focus. I help leadership teams sharpen intent and restore a clear line of sight between strategy and delivery.
Operational truth before financial signals
Financial results are signals, not explanations. The real story sits inside processes, controls, and behaviours. I look beyond reported numbers to uncover the operational drivers shaping performance.
Rhythm before reaction
Momentum depends on cadence. When operating rhythm slips, accountability weakens and performance becomes inconsistent. I work with leaders to restore structure and discipline so execution becomes predictable rather than reactive.
Each assignment is conducted with discretion, respect for leadership, and a clear focus on strengthening the business rather than undermining it.
What clients say
“We have used Trevor on several occasions where we want to see results. He delivers in navigating difficult managerial issues and focuses the team on what really counts.”
Ian Currie
Founder and Managing Partner, Seneca Partners
Let’s Talk
If you are leading through growth, transition, or operational strain and want experienced operational perspective with depth behind it, we should speak.