Nigel Redwood

https://www.linkedin.com/in/nigelredwood/

✉ nigel.redwood@theheading.co.uk

✆ 07818 047 866 

I help companies as an executive leader and board contributor with over 18 years of board level experience, 11 years as an MD of a private equity backed business, 6 years as a CEO of an AIM listed public business and 2 years as chairman to two PE backed businesses.  

I help enterprises to commercialise and drive successful growth initiatives. Balancing business needs with people-oriented strategies to develop supportive cultures and ethical management frameworks. Ensuring organisations are lean, efficient and well-positioned to out-manoeuvre their competitors.   

I achieve this by fostering a culture of trust and empowerment through coaching leadership teams and helping them develop clear strategic plans that match the culture and ethos of the organisation and meet the expectations of all stakeholders. Helping the management team understand the value of working on "the important" and not always being railroaded by 'the urgent'.   

I have led the acquisitions of six businesses and the sale of two (one private and one public). This has given me significant M&A and fundraising experience via multiple methods including bank debt, Private Equity and AIM placings.  

I became CEO of Nasstar plc when my previous company e-know.net reversed into Nasstar plc. Between 2014 and 2020, I led an amazing team that took the plc from a loss-making business to a Group that turned over circa £26.1m, making an EBITDA of £6.4m which led to a public to private sale at an enterprise value of £79.4m. During this period the share price increased from 5p to 12.88p.  

Being a CEO of a listed business for six years was a learning curve for sure, gaining knowledge on how the city works and how to gain the support of institutions. During the same time, we took the business through considerable growth and had to therefore structure the business and mature its processes to support it's growth.  

As part of the growth strategy we made four acquisitions in 24 months and launched our "10-19" integration strategy at the start of 2016, whereby every employee was requested to spend 10% of their time working on their job (and not in their job) in order to contribute to 8 priority pillars of work needed to achieve full integration by 2019. The 10-19 programme was a tremendous success increasing EBITDA as a percentage of sales from 20% to 24.5% whilst integrating the acquisitions fully into one organisation.  

Interested in discussing what you are looking to achieve & getting some guidance then let's talk!