Hugh Lanham FCA offers corporate strategy guidance and mentoring above and beyond just financial. Much of the progress made by companies who have worked with Hugh has been supported by his ability to communicate and foster ideas together with his ability to support other people as they develop their own skills. Often this is associated with creating the disciplined environments in which there is space for people to flourish.

SMEs

Charities

Housing Associations

Building Societies

Establishing good teams of people. This has included building good teams in previously fragmented and unhappy environments.

Running constructive and efficient meetings as officer, with colleagues, and as a board member and chair.

Hugh asks questions and keep coming back with follow up questions until issues are fully aired and understood.

IT systems; Hugh has not been shy of new IT systems. Several times he has introduced systems which were not ‘market standard’. One of them has since become the market standard in its field but all of them are still in use despite being nearly 20 years old in some cases.

Strategy;Hugh has been credited with a good strategic mind by peers in several organisations.

Audit; this is a core skill backed by many years of experience both as a company auditor and within the Building Society where he rose to the Board and to Chair the Audit Committee.

Risk management; particularly within the Building Society and Housing Associations he has spent a lot of time successfully producing and reviewing risk processes.

Treasury and borrowing; experience of deposit portfolios of up to £100m and borrowings of up to £70m but also of managing much smaller amounts too.

Governance; Hugh submitted his own submission to the Higgs report and has retained a great interest in this area. Within several organisations he has been involved in changing the Board (in one case described by the regulator as dysfunctional).

Hugh trained first in London and then provincially where he received rapid promotion reaching partnership in a Cambridge firm in his mid twenties. In 1986 he formed my own accountancy practice. Through a commitment to service and to developing the staff the firm has grown to a point where it now runs itself although Hugh is still available to provide some strategic support and advice to the firm and to its clients.