Professional Interim Leader

Trevor is a Fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. As a C-Suite and professional Interim leader, Trevor has provided Coaching and 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 operational 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.

”Chairman, Interim and Operational Advisor to Private Equity, Venture Capital and Asset-Backed firms

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How I Became an Interim Leader

My route to becoming a a CEO Coach and 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 volatile “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.

Favouring a Coaching style and Motivating my team, my approach succeeded where others had failed.  And that was when my business career all started.

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 as a CEO Coach and Interim Leader?” I took my friend up on his offer.

In that time, as a CEO Coach and Interim Leader, I directly supported or led several businesses’ operational restructuring. I improved their performance in various consumer-facing sectors, including leisure, lifestyle, hospitality, automotive, insurance, and specialist online retail.

As a CEO Coach and Interim Leader, 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.