CILT (UK)
Long-term decline in individual membership was arrested at approximately 7,750 core members; corporate membership returned to growth.
Executive evidence: what became stronger.
Delivered outcomes
Civil Mediation Council
Membership quadrupled; the executive team was developed; two sector organisations were integrated; mediation in the small-claims system progressed into government policy.
Institute of Licensing
Governance strengthened, organisational confidence rebuilt, continuing professional development embedded and the merger with NALEO completed.
Institution of Fire Engineers
Current global leadership mandate covering governance, membership value, professional recognition and the international operating model.
Executive record
Institutional experience
Working across professional and membership bodies has provided practical experience of those tensions in very different contexts.
Chief Executive
Institution of Fire Engineers
Leading a global professional institution during significant regulatory and sector change. The mandate includes strengthening governance, membership value, professional recognition and an international operating model capable of supporting members and the profession over the long term.
Chief Executive
Institute of Licensing
Strengthened governance arrangements, rebuilt organisational confidence and embedded a stronger culture of continuing professional development. Led the organisation through its merger with NALEO, bringing two established bodies together as a stronger and more unified professional voice for licensing.
Chief Executive Officer
CILT (UK)
Led the institution through senior-management restructuring and renewed focus on membership and organisational performance. During the tenure, long-term decline in individual membership was arrested at approximately 7,750 core members and corporate membership returned to growth.
National Director, England (Interim)
Institute of Directors
Held national leadership responsibility for England within a large, devolved membership organisation, working across its regional structure and supporting the connection between members, professional development and the Institute’s wider public purpose.
Chief Executive
Civil Mediation Council
Helped transform the CMC from a small representative body into a professionalised and increasingly influential institution. Membership quadrupled, the executive team was developed, two sector organisations were successfully integrated and the ambition to embed mediation within the small-claims system progressed into government policy.
Commissioned Officer
British Army
Served for seventeen years as a commissioned officer, including operational service in conflict zones. Later responsibilities included developing and training officers, establishing the foundations of an approach based on Mission Command, preparation for uncertainty and accountability that remains with the leader.
Articles and frameworks
Published work
Different institutions face different problems, but many of the underlying tensions recur: purpose and income, governance and action, volunteer expertise and professional systems, immediate pressure and long-term stewardship.
Position Is Not Privilege
How leaders can exercise authority without being corrupted by status: office creates obligations before it grants power.
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AI Can Make Leaders More Human
Why AI should strengthen evidence, reflection and accountability while responsibility remains with the human office-holder.
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Savvy Is Not a Dirty Word
Why commercial discipline and institutional purpose are mutually reinforcing rather than competing ideas.
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When Winning Is Losing & Losing Is Winning
What producing competition horses teaches about potential, performance, context and the danger of treating outcomes as the whole story.
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Being the Boss Doesn’t Mean You Know Best
Why authority should sit with the people closest to the evidence while accountability remains clear.
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We Are All Clever Buggers in Hindsight
Why decision quality must be judged against what was known at the time, not merely the outcome later observed.
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How Do Good Leaders Leave Institutions Stronger Than They Found Them?
A practical test of leadership: whether purpose, people, systems and organisational memory remain stronger after the leader leaves.
Read on LinkedIn →Chair perspectives
What Chairs say.
Comments from Chairs who worked directly with Paul in different institutional settings.
“Paul has done an excellent job as CEO in building a systematic approach to executing the strategy. He has spent the time to understand the complexities and multitude of stakeholders and done the analysis to take a data-driven, strategic and comprehensive approach to move the institute forward.”
Vikram SinglaChairman, CILT (UK) · February 2025“Paul’s direction, sense of purpose and candour have been of huge benefit to the CMC and its members. Paul has made the CMC ever more professional in its work.”
Kelly Stricklin-CoutinhoChair, Civil Mediation Council“His favourite phrase of ‘No dramas’ really sums up his approach – calm and measured with a real drive to get things done. Through this he has shaped a disparate community of mediators into a cohesive profession we can all be proud of.”
Rebecca ClarkFormer Chair, Civil Mediation Council“Paul’s devotion to honesty, transparency and leadership has helped the IoD mark its 120th anniversary with a modernised volunteer and staff structure, putting us in an excellent position for the next 120 years of the Institution.”
John GeldartDirector General, Institute of Directors“Calm and pragmatic, Paul’s leadership approach has transformed the IoL. He brings tremendous knowledge of the mechanics of successful membership organisations, with the emotional intelligence and commercial skills to turn strategy into delivery.”
Kate Nicholls OBEChair, Institute of LicensingEvidence and discretion
Credibility depends on what is shown—and what is protected.
This site provides a verifiable record of Paul’s judgement, experience and institutional practice. Further role-relevant evidence involving confidential Board, people or commercial matters can be discussed within an authorised appointment process.
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