Predictive oversight
Use Key Performance Predictors alongside retrospective KPIs so the board preserves intervention time and optionality.
Chair · Non-Executive Director · Board Adviser
Governance that sees trajectory before consequence becomes history.
Independent oversight and governance.
Strengthen judgement before consequence becomes history.
What others observed Jean-Philippe Perraud records that Steven brings tremendous value to our board
and identifies his accuracy and precision
.Public LinkedIn recommendation · CEO, NEDonBoard · 2019
Steven strengthens decision quality through independent, proportionate challenge—supporting executives without creating a shadow management structure.
- See the trajectoryIdentify drift while time remains to intervene.
- Protect legitimacyEnsure decisions can survive informed scrutiny.
- Strengthen executivesReinforce accountability without shadow management.
Formation: public-company executive, principal, audit and risk experience reinforced by thirteen years of judicial responsibility.
Board contributionDynamic governance Authority Evidence
Decision rights made visible
Separate ownership, reserved matters, executive control, regulated permissions and delegated task authority.
Challenge without theatre
Distinguish fact, judgement, assumption, forecast and aspiration, and make qualifications proportionate to consequence.
Relevant formation
Board, audit, risk, judicial and executive experience brought together.
Steven has held Chair, NED, audit, risk and board-advisory responsibilities across regulated, technology, private-capital, defence and governance settings. Thirteen years as President of Courts Martial reinforced independent evidential scrutiny, procedural fairness, proportionality and legitimate authority under serious consequence.
The board role remains distinct from executive command. Challenge should strengthen decision quality and executive accountability without creating a shadow management structure.
Appointment boundary
Selected appointments, not volume portfolio-building.
The strongest fit is a board facing transformation, institutional repair, complex stakeholder interfaces, regulated consequence, capital protection or a need to translate strategic intent into decision-useful governance.