Christopher Saul Associates

CSA brings a creative, enquiring and constructive approach to a process which can be too formulaic.

The essence of the Board’s role is to provide entrepreneurial leadership within a framework of effective controls.

Accordingly, our evaluation approach addresses four fundamental themes, being:

• Process – Clear, high-quality and efficient processes are necessary to underpin the workings of the Board.
• Entrepreneurial leadership – Does the Board articulate purpose and strategy well and talk about the matters which are central to the development and success of the business?
• Risk – What is the essential culture of the organisation and is that culture understood and “owned” by the Directors? Are the key risks to the business understood by the Directors and well-managed?
• Composition and dynamics – Does the team work well, is there an appropriate mix of skills, is there enough challenge from non-executive Directors? Is succession planning addressed pro-actively and well?

Recent clients include ASOS, The BBC, Barratt Developments, British International Investment, CRH, Intercontinental Hotels Group, Liverpool Victoria Financial Services Limited, Rentokil Initial, Royal London and Travis Perkins.

Informed, independent, non-judgemental advice to senior Board members at important, and potentially lonely, moments.

From time to time Chairs face delicate decisions around a range of topics, including:

• Board or senior executive succession;
• Relationships with regulators;
• Modes of interaction with key shareholders; and
• The evolution of board governance parameters.

In coming to these decisions it can be helpful to have access to an independent sounding board who can be a confidential and un-biased thought partner.

There may also be disagreement over strategy, or strategy implementation, as between the executive and non-executive directors, such that the Chair may face challenges in uniting the unitary board.

It is moreover not uncommon for there to be strains in the relationship between the Chair and the CEO – when the role of the SID is pivotal and where he or she may appreciate seasoned advice.

Relationships do sometimes break down in the board room or among partners and an unbiased third party can be an enormously positive influence to act as an intermediary.

There are three areas where CSA can be particularly helpful in performing a mediation role:

• Disagreements in the interpretation of M&A transaction documentation, given that Chris spent a significant part of his legal career working on these matters;
• Disputes between joint venture partners, for example when expectations formed at the outset are not reflected in subsequent realities; and
• Circumstances where relations between partners in a professional services firm break down and where Chris’s experience of professional service firm management can be a valuable resource in helping partners rebuild trust and understanding.

In an ever more competitive world, how can firms stay on the front foot, attract and retain talent and present a genuinely distinctive proposition to clients and prospective clients?

The world of 'Big Law' is evolving quickly.

Chris’s experience, both as a law firm manager and, subsequently, as a consultant on law firm strategy, can be invaluable in helping firms consider:

• Recruitment and retention challenges;
• The likely development of the addressable market;
• Overhead efficiencies; and
• Brand charisma and the firm’s position relative to peers.