Most NEDs bring sector knowledge. Geoff Porritt brings something rarer: 30 years of hands-on delivery leadership, converted into board-level challenge that's rooted in operational reality — not just governance theory.
I founded ENOS Limited in 2001 with a single purpose: helping organisations deliver meaningful change. Over the following 30 years I've sat at every level of complex programmes — leading delivery teams, managing executive stakeholders, and presenting to boards who needed the truth rather than the comfortable version of it.
That experience is what I bring to a board table. Not governance theory learned in a classroom, but the kind of understanding that comes from actually having led a £100m regulatory redress programme, migrated 3.5 million customer accounts, and rescued a banking platform integration eight weeks behind schedule.
You should expect complete candour, consistent commitment, and the kind of challenge that comes from experience rather than ego. I ask the questions your executive team would rather you didn't — because those are exactly the questions that protect you.
Independent directors only add value if they're willing to ask uncomfortable questions — and have the experience to know which questions matter. Here's what ENOS brings to a board engagement.
30 years running complex programmes means I know what a healthy delivery plan looks like — and I can tell when one is being presented to look healthier than it is. My challenge is specific, evidence-based, and hard to deflect with reassuring language.
ENOS is entirely independent. I have no commercial relationships with the executive team or suppliers, no agenda beyond good governance, and no incentive to soften the picture. What I tell the board is what I actually believe — not what is comfortable to hear.
Many boards struggle to scrutinise technology-heavy transformation programmes. I can translate complex technology and data strategy into plain English — and back again. Particularly relevant for Risk, Technology, and Digital committees where technical literacy matters.
Extensive experience leading regulatory compliance programmes in financial services, including a £100m FCA redress programme. I understand what regulators look for, how regulatory risk presents itself inside delivery programmes, and how to advise boards navigating that landscape.
An effective NED needs strong working relationships — with the Chair, the executive team, and fellow board members — without losing independence. I've spent 30 years building and sustaining complex stakeholder relationships under pressure. That skill matters at board level too.
Good governance isn't about scoring points or creating conflict. My style is direct, evidence-led, and constructive — I ask the hard questions, but I also help find the right path forward. The goal is always better outcomes, not a cleaner conscience for the challenger.
I currently hold three governance roles across the education sector — all taken on because I believe that strong, independent governance in public institutions matters, and that the skills developed in commercial delivery have real value in a board context.
I'm open to further appointments in the commercial sector, particularly in organisations navigating digital transformation, data governance, or significant regulatory change. My focus is on situations where my experience creates genuine value — not where I would simply fill a seat.
Contributing governance oversight during a complex merger with a secondary multi-academy trust. Brought structure to a challenging transition period and mediated a fractious leadership dispute, restoring constructive working relations between parties — enabling the merger to proceed successfully.
Providing structured budget review, challenge, and advisory support to the Headteacher on financial planning and resource allocation. Bringing commercial discipline and analytical rigour to a committee where those skills add genuine value.
Identified early indicators of a structural budget deficit, enabling timely preventative measures and materially reducing financial risk to the school. The kind of early, evidence-based challenge that independent governance is designed to provide.
The most important thing a Non-Executive Director can do is understand what they're actually being told — and ask the right question when something doesn't quite add up. That requires both governance knowledge and domain experience. I have both.
I've been on the other side of board reporting. I know how optimistic risk registers are written, how slippage gets re-framed, and what a 'green' RAG status sometimes conceals. That insider understanding makes my challenge more pointed — and more useful.
My approach is always constructive. The goal isn't to embarrass the executive team — it's to help the board fulfil its oversight responsibilities properly, and to help the organisation make better decisions. I bring positivity, purpose, and the kind of consistent commitment that makes a real difference over time.
NED arrangements vary by organisation type, sector, and the time commitment involved. Here's how I typically structure board engagements.
I believe experienced governance matters most in organisations that can't pay for it. I take on education and public sector governor roles without a fee — the contribution is the point.
For commercial board appointments. Structure depends on meeting frequency, committee involvement, and whether specific advisory projects are in scope. Contact to discuss.
For organisations that want experienced board-level input without a full NED appointment — for example, ahead of a major transformation decision or during a specific risk event.
All commercial rates exclusive of VAT · VAT Reg. 775 5977 60 · Charity and not-for-profit rates available on request
Geoff demonstrated great courage and confidence by joining a complex programme environment with many unknowns and uncertainties. He approaches challenges in a calm, factual, and self-assured manner, is an excellent listener, and communicates clearly. He is particularly strong in stakeholder management and remains professional under pressure, continuously contributing constructive and pragmatic ideas.
Whether you're looking for a full NED appointment or a one-day advisory engagement — let's have an honest conversation about whether ENOS is the right fit for your board. No CV, no formality. Just a direct discussion.