How I Became an Interim Leader

It was 1992; after more than a decade of operational duties, I had left my life as a Senior Royal Marine Commando 2 years prior and was working as an internal leadership coach for a large motor dealer group in the UK. I had plenty of front-line operational leadership experience working in highly hostile “competitive” environments but little business experience. That was all about to change.

My leadership and team coaching had a direct positive effect on people’s morale and the business’s performance, so much so that my boss, after several very experienced senior people had failed, decided I was to take direct responsibility for the turnaround of a multi £m division of the business. Time to step up, stop talking, and start doing.

I was taught in a past life that without understanding where you are going, any direction would do. Those operational duties also taught me; a more complex environment demands more Leadership, not less. If a void in Leadership exists, morale can quickly deteriorate, and a team can become distracted by Leadership that is not necessarily the type of Leadership you require.

By clearly identifying the mission, focusing on crucial success levers and Motivating my team, my approach succeeded where others had failed.

My approach then, as it is to this day, can best be summarised as Mission Focused and People Oriented.

 

Mission Focused and People Oriented.   

My approach then, as it is to this day, is a simple proposition, identify the mission, focus on crucial success levers, and motivate the team to deliver results. 

 

Over the coming years, I was to lead businesses across several industries and sectors and personally grow a business through acquisition from £15m to £150m; I led the purchase of 10 companies across 20 locations and the divestment of several companies.

Fast forward to 2014, positioned as one of Yorkshire Business Insider’s Power 100 and a Fellow of the Institute of the Motor Industry. I received a call from a friend who was the CEO of a private equity firm. “We have invested in several businesses we are trying to take to the next level, and you’ve been there and done that. Will you provide operational support and top cover for some of our investments?” I took my friend up on his offer.

In that time, I led several businesses’ operational restructuring and improved their performance in various consumer-facing sectors, including leisure, lifestyle, hospitality, automotive, insurance, and specialist online retail.

I have helped stakeholders reduce their financial exposure and stabilise distressed companies. I raised some £35m of investment on the public markets and £20m from private investors.

 

Trevor is a member of the Institute of Interim Management. As a C-Suite leader and professional Interim Leader, Trevor has provided interim leadership solutions to private equity, venture capital, and asset-backed firms for over a decade. Whether to fill a temporary skills gap or support a management team in challenging situations, Trevor brings a wealth of experience and a proven track record of delivering value creation and retention plans.

As an interim CEO, CRO, CEO Coach, or Chairman, Trevor partners with investors and stakeholders to identify and execute strategic initiatives, operational improvements, and turnaround plans. Trevor has led multiple engagements across various sectors and geographies, achieving significant growth, profitability, and sustainability outcomes. Trevor thrives on solving complex problems, driving innovation, and empowering teams to reach their full potential.

You can see his testimonials here if you want to read what others say about Trevor.