Excellencia Effective Director Courses – Programme Spring 2013

November 29, 2012

Effective Director Courses from excellencia help to improve Board performance and make the Board more effective. The programme of courses for Spring 2013 is shown below. Click on the links for more information about each course and to book your place. Early bird discounts are available up to one month before the course date.

The Effective Executive Director – Oxford Jan 11,2013 9:00 am 4:30 pm
How to become a Non-Executive Director – Bristol Jan 21,2013 9:00 am 4:30 pm
How to become a Non-Executive Director – Oxford Jan 28,2013 9:00 am 4:30 pm
Finance for Non Finance Directors – Oxford Feb 7,2013 9:00 am 5:30 pm
The Effective Non-Executive Director – Oxford Feb 8,2013 9:00 am 4:30 pm
How to become a Non-Executive Director – Bristol Feb 18,2013 9:00 am 4:30 pm
How to become a Non-Executive Director – Oxford Feb 26,2013 9:00 am 4:30 pm
How to become a Non-Executive Director – Bristol Mar 19,2013 9:00 am 4:30 pm
The Effective NHS Non-Executive Director – Oxford Mar 20,2013 9:00 am 4:30 pm
How to become a Non-Executive Director – Oxford Mar 25,2013 9:00 am 4:30 pm
How to become a Non-Executive Director – Oxford Apr 22,2013 9:00 am 4:30 pm

Courses can be delivered ‘in-house’ to a group of Directors – to find out more contact or call 01865 350345


Finance for Non Finance Directors – Oxford 6 December 2012

November 20, 2012

Finance for Non-Finance DirectorsFinance for Non Finance Directors: Financial Business Management Tools and Financial Business Concepts for non-finance executive and non-executive directors

This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today’s demanding financial environment.

The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base

Who should attend?

Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:

  • effective in Board financial discussions, business acquisitions and evaluations;
  • credible and comfortable with investors when discussing financial matters;
  • confident using financial terms and when explaining the financial implications of a chosen business strategy;
  • adept at discussing the financial implementation of management changes or consultant recommendations.

Course Content; this course will:

  • Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
  • Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
  • Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
  • Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
  • Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
  • Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
  • Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
  • Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance.  This will encompass a consideration of the likely costs and benefits of the various capital sources.
  • Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
  • Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
  • Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
  • Identify and discuss the key drivers behind the recent UK and Global banking crises
  • Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level

Course Objectives; this course will:

  • Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
  • Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
  • Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
  • Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
  • Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
  • Enable you to identify and discuss the key financial issues facing most Boardrooms today
  • Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
  • Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
  • Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
  • Support strategic decision making with sound financial understanding

Course Leader:

Philip Arnold FCA, FIC, CMC, BSc Hons, Chartered Director

Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up.  He is also an investor in a number of SMEs.

He holds the Institute of Directors’ Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.

He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations.  Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (

Key Details

Duration: 1 day

Advanced Business Solutions
5G Milton Park
Abingdon, Oxon
OX14 4RY

£350.00 (ex VAT)
Early Bird Discount Price
£315.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:
Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others.  After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.

Courses can be delivered ‘in-house’ to a group of Board Directors – to find out more contact or call 01865 350345

All company directors need to have a basic understanding of financial matters

November 3, 2012

How well do you understand your company’s financial accounts?

As a company director, regardless of whether you are an executive or non-executive director, you have a legal obligation to exercise reasonable care, skill and diligence in the execution of your board duties. This is particularly true when it comes to the financial affairs of the business.

The two main financial questions a director needs to understand and be able to answer are:

  1. Is the business solvent or is it trading whilst insolvent?
  2. Are the published annual accounts a true and accurate representation of the financial state of the business?

If you are a company director and you do not have a financial background then you need to ensure that you have the basic financial skills and knowledge to address these important issues. The law governing your director’s duties, principally the 2006 Companies Act is very clear on the requirement for all directors to have a basic understanding of financial matters. This Institute of Chartered Accountants in England and Wales made the following references to director’s duties in the statement issued in October 2008:

‘Executive’ and ‘non-executive’ directors have the same duties in law. An ‘executive director’ is merely a director who has specific delegated responsibilities within the company, as an executive. Directors are not required to give continuous attention to company affairs unless their executive position so requires. However, all directors, including non-executive directors, should familiarise themselves with the company’s affairs, including its financial position, and should attend meetings of the board, and of any committee of the board of which they are members, whenever they are reasonably able to do so

In performing their duties, directors must exercise reasonable care, skill and diligence. This means the care, skill and diligence that would be exercised by a reasonably diligent person with the general knowledge, skill and experience that may reasonably be expected of a person carrying out the functions carried out by the director in relation to the company (sometimes called the objective test) and the general knowledge, skill and experience that the director has (sometimes called the subjective test) (Companies Act 2006, section 174). Under the objective test, in general more would be expected of a director with an executive function (particularly a specific function such as finance director), whereas under the subjective test more would also be expected of a director having specifically relevant knowledge, skills and experience (such as a member of a recognised Accountancy body in respect of financial matters).  

In relation to financial and accounting matters, directors have extensive, specific duties. Put shortly, directors are required to maintain accounting records and to prepare accounts. A company must also prepare a directors’ report containing a business review (not required of a certain size of company) and quoted companies must prepare a detailed directors’ remuneration report. Subject (principally) to a size-based exemption, these accounts and reports are subject to audit. The audited accounts and reports must be sent to members and filed on public record; there are however provisions facilitating the sending to members of a summary document and the filing, for certain sizes of company, of cut-down or abbreviated versions of the accounts. Where these accounts and reports are found to be defective, the Act facilitates revision. In addition to these duties under company law, other requirements can arise in relation to accounts and reports by virtue of market or regulatory rules, such as in relation to corporate governance codes or half-yearly reports.

The message is clear – all company directors, no matter what size the business, or sector, or whether they are executive or non-executive, need to have a basic financial understanding.

As a company director, how well do you understand:

If you have difficulty with any of the above financial items or terms then you should brush up on your financial skills and knowledge to ensure that you are discharging your duties as a company director in line with the law.

Finance for Non-Finance Directors

are running a 1-day course – Finance for Non-Finance Directors on Thursday 6 December 2012 in Oxford. For more details visit the web-site

Institute of Directors - Chartered Director professional qualificationChartered Director – the professional qualification for directors
Chartered Directors lead organisations in the private, public or third sectors, at the highest strategic level. As a Chartered Director you will demonstrate the expertise and integrity needed to meet the challenges of business today. If you are looking to enhance your skills and improve your organisation’s performance, Chartered Director is the professional qualification you need. For more details visit the web-site

How to become a Non Executive Director – Monday 26 November, Oxford

November 1, 2012

The How to become a Non-Executive Director course helps you to plan and prepare for your first NED position. It instils a real sense of what is expected of NEDs, and how you can meet the challenge.
How to become a Non-Executive Director

This one-day interactive course is aimed at aspiring NEDs and covers essential knowledge about roles, responsibilities, strategy and corporate governance that are key foundations for a Non-Executive board role. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees.

This is followed by practical sessions on identifying NED opportunities, the process of obtaining a first appointment and performing due diligence before any position is accepted. There is emphasis on the importance of presenting your experiences with clarity and relevance.

“The material, the course leader’s insights, and the opportunity to share thoughts and feelings with similarly inclined business people, made for a really valuable day. I came away with some clear actions.”
Bernard Grenville-Jones Co-Founder, Company Director and Head of Operations OAC Actuaries and Consultants (OAC plc)
“This one day course is an excellent overview, providing real advice and very helpful information for those Directors who are interested in developing a non-exec portfolio.”
Julian Dennis, Director Compliance & Sustainability at Wessex Water, Bath, United Kingdom

This course identifies the various ways and circumstances in which non-executive directors can make an effective contribution to a board’s work. It also examines methods for their selection and reviews their motivation, induction and reward.

Who should attend?
Individuals who are currently a non-executive director; those seeking appointment as a non-executive director and those looking to appoint a non-executive director.

What to expect?

  • Clarifies how and why non-executive directors can strengthen a board
  • Provides practical guidance on how best to secure an appointment as a non-executive director

Course objectives
Participation on this course will provide you with the knowledge to:

  • Clarify the board’s role, purpose and key tasks
  • Appreciate the contributions that non-executive directors can make to the board in different types of company and situations
  • Recognise the qualities and experience needed to fulfil a non-executive director appointment
  • Appreciate appropriate methods for finding, selecting, appointing and rewarding non-executive directors
  • Understand the preparation required to interview for or be interviewed for the post of non-executive director

Course Leader: David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here: (

Key Details
Duration: 1 day

Advanced Business Solutions
5G Milton Park
Abingdon, Oxon
OX14 4RY


£330.00 (ex VAT)

Early Bird Discount Price
£300.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:
Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning


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