Non-Exec Commercial Directorships
Non-executive director for small to medium construction organisations
The Fusion Commercial can provide additional commercial oversight, leadership and acumen to your business, particularly during periods of change, uncertainty or growth. We can also offer the same option to a business which may not be big enough to support a full-time commercial director.
Using 30 years of experience in the commercial function of the construction industry, many spent in very senior roles, we will bring commercial leadership to our clients enabling them to minimise risk and maximise opportunities.
Examples of what we can do for your business are detailed throughout our core propositions in other pages of our website. For many contracting organisations the process starts with the introduction of some simple methods, disciplines and techniques to protect their commercial interests at a projects and overall business level.
In the commercial oversight section below we have started to pull together some examples of how Fusion-Commercial typically add value.
The Fusion Advantage
Non-executive support we can bring to your business:
In addition to construction sector commercial oversight and acumen we will also bring our experience of leadership and business management for example:
• Board Diligence
• Change management
• Coaching & mentoring
• Business development
• Corporate governance
• Risk management
A core principle for Fusion-Commercial is always to introduce structure and provide our stakeholders with a transparent plan that can be tracked and monitored. To illustrate that below is a potential plan that we would introduce within your business based on some simple questions:
Do our key staff understand the deals (commercial terms) we have signed up to?
- Do we know that our scope matches our budget?
- Do we know how we get paid?
- Do we have a strategy and plan regarding how we operate & engage with our supply chain?
- Do we have a plan or process for what happens when things change?
Are our commercial and financial teams able to measure our performance? If we cannot measure it then we cannot manage it?
- Do we understand our budget and how it is built up in relation to how we will deliver the work?
- Do we have an acceptable level of cost analysis, do we understand our costs?
- With regards to progress are we able to measure it against our budget?
- From this do understand how much work we have done against our budget each month?
- Identification of change
Systems and processes
How do we act on our threats and opportunities, is there a risk management strategy?
- What do we do to identify of risks & opportunities and capture them?
- Do we put plans in place to manage them?
- Do we track and review the plans?
- How do these things usually go for us?
- Do we have the right resources in place to deliver our work?
- Do we have the right people?
- Do we have the right process & systems?
- Do we have the right relationships with our supply chain?
- What about our customers?
- Do we know enough about our clients?
- Do we know what’s important to them?
- Are our relationships with our clients good enough?
- What can we do to improve them?
We always look to underpin our clients’ businesses using core principles which from experience can change the way businesses operate with immediate effects. We love to work with our clients to further develop and amend these together to tailor as closely as possible to how they want to operate:
1. Decision making
- Use facts and realism to make decisions.
- Scrutinise the facts to make decisions more informed.
- Make decisions with the head not the heart.
- Encourage challenge and make it healthy to challenge facts and realism.
2. Honour commitments, do what you say you’re going to do
- Develop a culture where everyone does what they say they’re going to do.
- Make the culture open so that anyone can hold anyone else to account to do what they said they were going to do
- Doing what we say we would do builds trust and credibility as well as getting things done
- Encourage challenge and make it healthy to challenge incomplete actions.
3. Learning from experiences
- Hold up good experiences as best practice and celebrate it
- Use any bad experiences as a development opportunity
- Encourage good and bad experiences to be discussed and used as ways to develop best practice and improve
Working with Us
Nick Curran could be a game-changer for your construction organisation. Not only is he the author of commercial management in construction RICS guidance note Commercial Management of Construction, 1st edition (rics.org) but he also has vast experience (>30 years) in the field of commercial management. This includes managing large commercial teams, most recently in the context of a huge capital infrastructure program, within a complex alliance for Thames Water with numerous stakeholders. In addition, Nick has previously worked on a number of other infrastructure frameworks and Private Finance Initiatives.
The introduction of such disciplines into your business day to day operations will not only protect your interests by minimising risks but equally as importantly allow opportunities to be maximised.