Nick Marr Email & Phone Number

I provide value-based coaching for CEO’s, senior executives, and non-executives primarily in the voluntary sector. With 16 years’ experience as a charity CEO, I have developed and led organisational strategy and guided many directors to become CEO’s in their own right. I’m used to changes in direction, culture and crisis management.I started to work in personal development in 1985, helping design the first course of The Princes Trust, in Sunderland - a pilot which has became their national youth programme. This was based on outdoor-based activities and community work, planning implementing and reviewing activities. These reviews developed action plans for individuals to help them achieve their potential. The review of action plans remains crucial to my approach to individual and team development.In the Parachute Regiment I worked with operational challenges -in what could be called crisis situations. I trained leaders to work under extreme pressure and to prioritise their decision-making to come to timely and appropriate decisions based on core values – what is now called value-based decision making. Assessment and development of individuals to fulfil their roles is key to any team’s ability to complete key tasks. I believe coaching and mentoring are crucial to this process.A further 31 years of working through management, senior director and CEO roles in the charity sector continues to emphasise to me the importance of value-based decision making. There are often changes to any organisation working in the sector and the leadership must always be ready to respond and adapt, whilst adhering to the organisation’s agreed values. I have worked with: mergers, acquisitions, closures, start-ups, limited companies and across many charitable services including; specialist education, housing and social enterprise. Working with directors across all key disciplines: Marketing, Income Generation (fundraising, contract and product sales), Operational Delivery, Finance and Human Resources. Helping senior executives to reach their potential, to use their existing skills to help themselves and others, to work with the team around them to clarify and prioritise the action needed to move strategy forward.The sector has a distinct dynamic of executives working with non-executive trustees. I’ve worked with many boards and individual trustees, to forge an effective relationship and to ensure that ultimately the beneficiaries of the charity get the best service from the executive and trustee leadership team working together.

Listed skills include Strategic Planning, Strategy, Charities, Fundraising, and 19 others.