Financial Capital
Economic resources and experience in creating, allocating, protecting and recovering value.
Steven Windmill TD MBA FRSA
Restores control and value.
Before the options close.
Current AvailabilityView availability
When the call is made
Choose the authority the situation requires
The call is usually made when the organisation’s existing account of the situation is no longer reliable, material value is moving, and the available options are beginning to narrow.
Interim CEO / COO / Operating Partner
Executive authority to act
When cash, earnings, delivery or confidence is deteriorating and the position requires direct operating control.
Selected evidence: From £11m accumulated losses to a c.£2m annualised EBITDA run-rate within 100 days.
Explore this roleProgramme & Transformation
Authority to integrate
When fragmented organisations, disciplines, suppliers and stakeholders must produce one executable enterprise outcome.
Selected evidence: The £18.6bn Defence Training Rationalisation programme integrated 81 organisations, approximately 23,000 people, 54 sites and some 1,200 interdependent change programmes; £4.33bn cash was released.
Explore this roleSpecial Adviser / Special Situations
Independent judgement while choices remain
When the operating picture is contested or incomplete, counterparties hold materially different accounts, or a consequential decision cannot wait for conventional reporting to catch up.
Selected evidence: Following a £48 million PE-backed MBO, Steven was appointed Interim Marketing Director to assess management capability, customer concentration and post-acquisition execution risk. He completed the management assessment and rebuilt the international market map.
Explore this roleChair / NED
Authority to govern and challenge
When transaction, succession, regulatory scrutiny or institutional load requires stronger decision quality without creating a second executive team.
Selected evidence: Steven served for two years as an Audit Board Chair and thirteen years as a President of Courts Martial. In his current role he has chaired the Windmill Family Council for seven years; more recently he has also chaired regulated-care, technology and cybersecurity transaction platforms.
Explore this roleThe capital behind the appointments
The capital base came first. The CV reveals only part of it.
Every commercial mandate draws upon more than Steven's employment record. It draws upon a personal capital base that began accumulating long before his professional career.
His early education encouraged independent reading, curiosity and responsibility. His interests ranged from chess and electronics to amateur radio and farming. Both schools entrusted him with responsibilities, while his father found books when the library considered him too young for the subjects he wanted to explore.
At thirteen, alongside his paper round, he began buying and selling military surplus, encouraged by his school and parents on the understanding that his entrepreneurial interests must not interfere with his studies.
Those early habits of enquiry, experimentation and enterprise continued into a working life spanning military command, business, government, investment, judicial responsibility and institutional stewardship.
Across these environments, different forms of capital accumulated and reinforced one another. Each appointment provided opportunities to deploy that capital while developing it further.
Some of what accumulated is visible in conventional financial and professional records. Much remains off-book.
The Six Capitals
Six interlocking dimensions of accumulated and deployable capital.
The Six Capitals provide a wider view of the assets and capabilities available to businesses and individuals: financial resources, networks, systems, processes, institutional standing, knowledge, intellectual property, and relationships.
Their value lies not only in what has accumulated, but in how these forms of capital combine to create, protect and recover value.
Cultural Capital
Accumulated cultural literacy, breadth of reference and fluency across different environments.
Relational Capital
Relationships, reputation, trust and reciprocal commitments developed over time.
Intellectual Capital
Ideas, frameworks, methods and reusable intellectual products created from accumulated knowledge.
Institutional Capital
Understanding, credibility and standing acquired through responsibility within and across institutions.
Knowledge Capital
Experience and learning accumulated and integrated into a personal operating system.
Capital becomes valuable through deployment.
The breadth of Steven's career represents more than a succession of appointments. It is an accumulation of interlocking capabilities available for deployment against different problems.
The task is to establish what is actually happening, determine what remains recoverable and identify the constraints preventing value from being realised.
Find the constraint. Release the value.