Executive Leadership

Programme 2023
 Foreword
It is now a well-established and self-evident truth I see the opportunity to lead as being the greatest
that we live in a time of monumental uncertainty, privilege. I don’t see it as a mark of success or of
change and disruption. Factors such as geopolitical beating the other people but rather as a recognition

Contents risk, technology-driven disruption, degradation of the

natural environment and the dangers of economic
hyper-inflation are the prevalent factors fuelling this
of your desire to help others. It’s not a badge to be
gained or a grade to attain but it is a responsibility
to enjoy. There may never have been a better time
volatility. to take on such responsibility or a more defining
Introduction 1 But what does this mean for executives and others
moment to effect positive change. Our world is
spinning around themes emerging from technology,
trying to make sense of this world, where change
post-Covid ways of engaging people and the
Overview 2 itself is to be expected but the drivers of change are
disturbance of the world order. Three years ago
so unpredictable?
there was much talk of the Roaring Twenties. That all
- What are the specific programme benefits? Increasingly, specific knowledge is declining feels a bit distant now but you have an extraordinary
- Who should attend this programme? in importance. Quantum leaps in data ubiquity, opportunity to influence positive change as some
processing power and AI/ machine learning are kind of new-normal emerges and the future of work
- The programme rapidly making pure knowledge retention less critical becomes the present.
than it used to be.
This course provides a brilliantly diverse range
The Modules 8 Instead, organisations and boards now need leaders of content, interactions and opportunities for
with the insight to swiftly interpret relevant forces of collaboration and more importantly promotes a
Management and Faculty Team Profiles 17 change and discern what is most critical, combined positive, modern style of leadership at a time when
with the judgement and courage to make crucial that has never been required more. I’m sure you will
decisions with incomplete or uncertain information. emerge as a slightly altered individual and someone
This programme will be invaluable in greatly more prepared to take on the challenges and
enhancing the abilities of individuals to navigate and embrace the opportunities of the years to come.
lead through the multiple challenges that face all of
us. It combines rigorous, research-based academic
David Ferguson, CEO Seccl, formerly CEO Nucleus
content with outstanding industry speakers and a
Financial Group
diverse and motivated class cohort who will both
inform and challenge every participant’s thinking.

I have first-hand experience of the programme

through several sessions as a guest lecturer, and
I would unreservedly recommend it to you as a
wonderful developmental opportunity.

Gautam Dev, Independent Company Director and

former Global Head of Talent and Organisational
Development at abrdn plc.

THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN

 Introduction

UNIVERSITY OF EDINBURGH FWB PARK BROWN

Located at the heart of the University FWB Park Brown is a professional services company
of Edinburgh, a university ranked specialising in executive search, advising and
supporting clients on how to identify and recruit
13th in the world, the Business School
Board level (executive and non-executive) and
is amongst the top 1% of schools
Senior Management talent. The business consists
worldwide holding ‘triple crown’ of executive search, research and operations
accreditation, granted by the three professionals who have considerable experience
main bodies who assure quality of of executive search across a range of disciplines,
education in this area (AACSB, EQUIS functions and geographies. The team has expertise in
and AMBA). all senior disciplines and in-depth sector knowledge
in key industries. The origins of FWB Park Brown go
Its mission is to develop effective and responsible
leaders by creating insightful knowledge and inspiring
back to the early 1990’s and today it has offices in
Edinburgh, Aberdeen, Newcastle and London with
relationships and clients in many parts of the world.
Overview
minds, in dialogue with the world around us. With a
strong engagement team and a number of faculty The business has worked closely with The University
consulting with organisations on real world issues, of Edinburgh Business School in developing Executive The programme is designed to develop
Education programmes which includes the award This interactive, high-level
the University of Edinburgh Business School has participants based on their own leadership
built a wealth of experience in delivering solutions winning Executive Women’s Leadership Programme.
programme is for participants and career goals. It will build on existing
for a variety of organisations in Scotland, the UK and This was the first of its kind in Scotland - designed for
internationally. women focused on the Boardroom, and now boasts developing their careers in leader development activities such as
a large and extremely diverse alumni, covering all identifying competency gaps and individualised
sectors and functional areas of the economy. We also
senior management. development plans. It will also supply the
The University of Edinburgh Business School has
developed expertise across a number of areas developed the NXD Development Programme – now tools, strategies, and networks to support and
including Strategic Leadership, Accounting and launched for its sixth year - a practical development challenge participants as they develop their
Society, Financial Decision Making, Credit Research, course led by experienced Chairs who lead delegates
careers in senior management.
Resilience, Service Management and Sustainable through real case studies equipping them with the
Business. They are the world’s experts on Carbon skills and knowledge required for the boardroom.
Finance.

1 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 2
 Knowledge of the career
What are the progressions and success of
Specific a range of inspirational senior
leaders and a practical
Programme understanding of how to use
Benefits? that knowledge in one’s own
situation.

Improved confidence
A plan for developing in one’s ability to lead
one’s career. in challenging business
scenarios.

An understanding
Targeted practical of one’s leadership style
preparation for Board through self awareness of
level leadership. strengths and opportunities
for improvement.

A working network of
senior level leaders
locally and more broadly
through various industries Enhanced executive
that can provide not only leadership skills.
connections, but business
decision and career support.

3 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 4
 Those interested
Who should in learning the
attend this latest techniques in
strategic management
programme? and change.

Those who have the

potential to move to board
appointments in their
organisations.

Leaders who
Those who wish
want to develop a
to gain a practical
working network
understanding
of other high-level
of boardroom
professionals for their career
governance and
and business development.
dynamics.

Those interested
in career insights
from global business
leaders in the UK
today.

5 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 6
 The Modules
The Programme
The programme runs over the course The level of teaching is Executive
of 5 months with sessions twice a MBA and above and each session is
month. The separate sessions use video recorded for the exclusive use of
facilitated learning with a combination delegates for continued learning and in
of professional and academic leaders, case a session is missed.
and are designed to encourage active
learning where participants learn from The style of learning and delivery will be
one another as well as from these practical workshops, case studies, and
experts. group work to enable practical learning
at all times.
Each module is designed around a
theme particularly relevant to individuals
in senior management and board
positions, and offers tools or frameworks What Self-knowledge
and goal setting
Support
will you
that can be put into practice immediately. gain?
In addition, during sessions participants
will work together to discuss scenarios
and case studies. The adjacent diagram
captures the dynamic nature of the
Tangible Experimentation
programme elements. Results and reflection

Each session will be led by specialists in

the subject matter from the University of
Edinburgh Business School and will also
involve business leaders from a variety Cutting edge
Building Gaining
business
Confidence experience
of backgrounds, depending on each and technical
skills
session’s topic, with relevant skills and
experience pertaining to each.

7 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 8
Executive Leadership Programme Tuesday 29th August – 17.00 to 20.00 Executive Leadership Programme Tuesday 12th September – 17.00 to 20.00

AUGUST MODULE SEPTEMBER MODULE

Session 1 Session 2
The Modern Speaker:
Rosemary McGinness, The Modern Speaker:
Graeme Smith,

Principles of Chief People Officer, The Weir Group Plc

Principles of Senior Director of Engineering, YouTube

Leadership 1 Academic Lead:

Dr Lila Skountridaki
Leadership 2 Academic Lead:
Professor Susan Murphy

New Ways of Working and Leading in A Hybrid Working World Leading in a Data and Technology driven world
The business world has changed dramatically over the past few decades, and we now live in a truly global, tech enabled Leadership is changing as a result of the ever-advancing use of data, technology, AI, and automation. As
and connected society where change is faster paced than ever before, constant and at times unpredictable. Rapid we saw in the first session, with the rise of remote work and distributed teams, leaders must be skilled in
advances in technology created an environment where the internet, smartphones, and social media are ubiquitous, and outcome driven collaborative leadership. This means fostering a culture of collaboration, communication,
global events such as the financial crisis, the COVID pandemic, and, most recently, political instability world-wide and the and teamwork, and providing the tools and resources needed to enable team members to work effectively
conflict in Ukraine have increased the sense of turbulence, danger and unpredictability.
together, regardless of their location. With the increasing amount of data available, leaders need to be
A state of flux has replaced the sense of certainty, stability and familiarity that people were used to. This type of skilled in using data to make informed decisions. They must understand how to gather, analyse, and
environment can be described using the “VUCA” acronym, which stands for “Volatile,” “Uncertain,” “Complex,” and interpret data, and use it to identify trends, patterns, and opportunities – the importance of judgement and
“Ambiguous”. Moreover, since the pandemic, and perhaps to balance this uncertainty, employees are looking for meaning consultative business partnering becoming even more important. Leaders must also be familiar with the
and purpose in their work and a great balance between rewarding and progressive careers and the flexibility to manage latest technologies and tools relevant to their industry.
their personal lives too. With the current talent shortages, employees are in the position to be more discerning in terms of
where they choose to work and how. This shift requires leaders to be flexible, empathetic, collaborative, and focused on In this session we will discuss how, as more automation and AI take over routine tasks, leaders need to
outcomes. By adapting to this new working environment and using these skills and strategies, leaders can successfully focus on the human side of their organisations. Leaders must be able to leverage these technologies to
manage change whether it’s in a growing global businesses or a scaling SME in the digital age. streamline processes, improve efficiency, enhance productivity and be seen as inspirational, open-minded
In this session you will develop an understanding of how leaders manage in today’s world. In times of social distance, it is and progressive leaders of change, not blockers to change and innovation. This means not only developing
essential that leaders actively foster the management of relationships with their employees, manage social processes in data skills but developing emotional intelligence, empathy, and other soft skills that enable them to connect
their teams and shape change processes that drive cultures of high performance and business success. with team members on a personal level and build a positive high performance work culture.

Rosemary has held the position of Chief People Officer Rosemary is a Trustee and Chair of the Governance Graeme is an experienced technology and business He was also CEO of the acquired “Sizmek by Amazon”
at the Weir Group a FTSE100 global mining technology & Nomination Committee of Children 1st. She is a leader with interests in customer-centric innovation, digital advertising business.
business since 2017. Fellow of the Chartered Institute of Personnel and product strategy, applied machine learning, high-scale
Development. distributed systems, team building and culture. He is
Rosemary was Group HR Director of William Grant
currently a Senior Director of Engineering at YouTube,
& Sons, the international premium spirits group,
leading teams such as YouTube Studio, Analytics, Fan
for twelve years. Having started her career in line
Funding and Brand Connect (influencer marketing).
management with Forte Hotels, Rosemary has held
a range of positions covering all aspects of Human Rosemary Prior to YouTube, Graeme led Amazon’s research & Graeme Smith
Resources across the globe, including being based in McGinness development centre in Edinburgh where he worked
Senior Director of
New York in her role as Senior Vice President of HR for on a variety of challenges in digital advertising,
Chief People Officer, Engineering, YouTube
document management company Bowne Business personalised shopping recommendations, people
The Weir Group Plc
Solutions. technology, movies and music.

Lila is a Lecturer in Organisation Studies at the Most recently, Lila has been working on research Susan’s current research examines leadership the entertainment, mobile technology, biotechnology,
University of Edinburgh Business School. Her teaching projects exploring hybrid and remote work, including requirements, effectiveness, and development banking, construction engineering, and energy-related
focuses on Business Ethics and Responsible Business a UK wide grant-funded project, ‘Where does across different contexts and organisational fields as well as national and local government and
and her research interests include the sociology of work belong anymore? The impact of the Covid-19 levels and identifies ways in which organisations other public sector organisations. She is co-founder of
work, the professions, and professional ethics. She pandemic on working in the UK’, a large study for the encourage “the leadership development mindset”; a the Executive Women’s Leadership Programme with
has also done extensive research on the transnational University of Edinburgh, as well as in partnership with method of accelerating leader development which Judy Wagner from FWB Park Brown.
healthcare market and is currently focusing on experts local business trialling new forms of flexible work. Lila includes effective succession planning and talent
working in large organisations, with a particular interest also plays a leading role in the implementation of the Dr Lila Skountridaki management, and at the individual manager level, by Professor Susan
in the relation between professional and business UN Principles for Responsible Management Education increasing leadership self-efficacy and identity, one’s Murphy
ethics. This has embraced various communities in the Business School. She obtained her PhD from the Lecturer in developmental readiness, and use of mentoring and
of practice including lobbyists in Brussels, HRM Department of Management, Strathclyde University Organisation other networking opportunities. She has consulted with Chair in Leadership
Development and Co-
professionals and data science professionals. Business School in 2014. Studies over 70 clients across a range of industries including
Director of the Strategic
Leadership

9 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 10
Executive Leadership Programme Tuesday 26th September – 17.00 to 20.00 Executive Leadership Programme Tuesday 10th October – 17.00 to 20.00

SEPTEMBER MODULE OCTOBER MODULE

Session 3 Speaker: Session 4

Simon Pitts
Developing and Chief Executive Officer, STV Group plc Decision Making: Speaker:
Ana Stewart, Founder, NXD & Investment Partner

Implementing Academic Lead: Strategic Thinking Academic Lead:

Strategy Professor Chris Carter Dr Winston Kwon

Strategising is one of the most crucial activities of leadership. But unfortunately, evidence highlights that it As inflationary pressures, supply chain problems, ESG guidelines, and other macro-economic and political
is one of the most difficult. In this session, we focus on implementing strategy. First, we explore what can go contingencies have transformed our operating environment – the cost and consequences of mistakes
awry in the strategy process before focusing on more affirmative examples of effective strategic practice. are greater than ever. We are seeing how well-run organisations are based on effective and responsible
We examine common issues found when implementing strategy: decision-making processes – and conversely, how weak organisations and their strategic mistakes can often
be traced back to poor decision-making that reflect personal biases, a lack of information, and groupthink.
• Learning: How do leaders learn more about the strategic issue during implementation?
In this session, we will explore tools, techniques, and approaches for making better decisions. We explore
• Drifting: Why is mission drift dangerous for organisations? How can it be avoided?
strategic decision-making from three perspectives:
• Pivoting: How do organisations change strategy if it’s not working or if the external environment shifts
substantially? • Cognitive Biases: recognising how cognitive shortcuts help us make quick decisions, but also how these
• Meaning: What does the strategy mean to employees and key stakeholders? Does it build an emotional shortcuts can also create ‘traps’ that lead to misreading a situation and reaching wrong conclusions.
connection?
• Choice Architecture: an understanding of these biases can help us to design and frame choice to
• Embedding: How does a strategy get mainstreamed within an organisation? How do leaders evaluate its
encourage more considered and responsible decisions.
effectiveness?
• Strategic Decisions: understanding and responding to strategic issues can be thought of as a
The session will equip participants with fresh insights into the strategy implementation process, enabling
process rather than a ‘strategic decision’. Techniques and approaches can help us to identify relevant
them to contribute positively to strategic conversations in their organisations. The session will be highly
information, avoid groupthink, and recognise biases that might otherwise lead us to strategic mistakes.
interactive and allow participants to learn from other participants, academic faculty, and senior leaders who
engage with the strategy process on a daily basis.

Appointed to the Board in January 2018, Simon set to ITV, worked in the European Parliament. Ana founded a digital consultancy business after In 2022, Ana led an independent review into women
out a growth strategy to transform STV into a digital graduating from University and grew it into a leading in entrepreneurship in Scotland. Based on thorough
He is Vice Chair of the Royal Television Society and
streaming and IP-led media business. After a period of global innovator of consumer engagement software. data analysis and stakeholder engagement the report’s
trustee of the STV Children’s Appeal and of pre-school
consistent growth, STV posted record financial results As CEO, she led the AIM listing of the company recommendations seek to address the root causes of
literary charity Oscar’s Book Prize.
in 2022. on the London Stock Exchange and was voted female under-participation in entrepreneurship and
Emerging Entrepreneur of the Year by the Scottish The Stewart Review was launched by The First Minister
Previously, Simon was on ITV’s executive board as
Entrepreneurial Exchange. She then sold the company in February 2023.
Managing Director, Online, Pay TV, Interactive &
Simon Pitts in a US trade sale. Ana is a Partner in EOS Advisory, a Ana Stewart
Technology. Over a 17-year career there, he held a
Non-Executive Director of Condatis and Bella & Duke
range of senior roles and, as Director of Strategy, was
Chief Executive Ltd, and sits on the Board of the Scottish FA and main Founder, NXD &
one of the main architects of the company’s strategic
Officer, STV Group plc council of ICAS. Investment Partner
transformation under Archie Norman and Adam Crozier.
Simon was on the board of ITN for eight years and prior

Chris is an organisation and management studies British Academy of Management, and in 2022 he was Winston is a Senior Lecturer in Strategy and Social
scholar with expertise in change management, inducted into the AAAJ Hall of Fame. He has published Innovation and the Programme Director for the MSc
leadership development and strategy. He joined the widely in some of the field’s leading journals and co- Global Strategy & Sustainability at the University
University of Edinburgh Business School in 2013 as a authored two commercially successful strategy books. of Edinburgh Business School. He holds a PhD in
Professor of Strategy & Organisation. He has served Marketing (Lancaster University) and a BCom in Finance
In addition, Chris engages closely with senior
in numerous senior roles within Business Schools and (University of British Columbia). Prior to returning to
executives, which helps inform his research. He works
recently joined the European Institute of Advanced academia, he worked in corporate finance and business
closely with the John Smith Trust and a resurgent
Studies in Management (EIASM) board, a body Professor Chris Carter strategy roles in technology and FMCG sectors and Dr Winston Kwon
political party. Chris has 28 years of teaching
representing over 70 Business Schools. a couple of startup ventures. Winston’s teaching and
experience at all levels, including at board and senior Professor of Management research covers the subjects of power, language and Senior Lecturer in
Chris has a PhD in Management & Organisation Studies leadership team levels. In addition, for four years, he and Co-Director of the strategic change; organising for social innovation; and Strategy and Social
from Aston Business School. His research received hosted a show at the Edinburgh Fringe Festival. Edinburgh Strategic
sustainable governance structures and processes. Innovation
awards from the Strategic Organisation journal and the Resilience Initiative

11 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 12
Executive Leadership Programme Tuesday 24th October – 17.00 to 20.00 Executive Leadership Programme Tuesday 7th November – 17.00 to 20.00

OCTOBER MODULE NOVEMBER MODULE

Session 5 Session 6
Speaker:
How to be Effective Speaker:
Fiona Macleod, Chair, Scottish SPCA
Driving Sustainability Samantha Barber, Managing Director Europe; Board
Effectiveness and Sustainability, Accenture
in the Boardroom Effectively for Business
Academic Lead:
Professor John Amis and Judy Wagner and Environmental Academic Lead:
Dr Sarah Ivory
Benefit

As an executive director, you are accountable to the board for the performance of the organisation, and by Sustainability, and some of its specific challenges such as climate change, have become board-level
being effective in the boardroom you can demonstrate your leadership and ensure that the organisation is considerations, with policies and practices integrated through all levels of all types of organisations. But
meeting its goals and objectives. You can also help to build a positive reputation for the organisation and what does ‘sustainability’ really mean and how should it be addressed? How does sustainability influence
ensure that it is viewed as a responsible and effective leader in its industry, whilst ensuring that resources the quest for competitive advantage and commercial gain? Should it? Moreover, what is the role for
are allocated effectively and efficiently to support its goals. Overall, being effective in the boardroom as those leading organisations? Is it as straightforward as appointing a Chief Sustainability Officer? Or is the
an executive director is essential for the success of the organisation. But it requires a combination of skills, sustainability asking for fundamental changes to how Boards approach their role?
knowledge and behaviours. As an executive director, you should have a thorough understanding of your
organisation’s vision, goals and operations to ensure you are able to make informed decisions and contribute
effectively in the boardroom. This session will take an honest and critical view of sustainability and its relationship with organisations,
leaders, and society. It will encourage you to ask (and answer) potentially uncomfortable questions about
Being able to communicate effectively – articulating opinions, listening to discussions, providing
purpose, responsibility and impact.
constructive debate – can help adapt your style to different situations and personalities, so that you are
able to build strong and meaningful relationships at a senior level within the organisation, building trust and
credibility. Ensuring you are well informed about your business, its sector, factors that will affect its growth
externally, is important to helping form strategic decisions that will ensure business success and help hone
your leadership abilities and standing amongst your peers and the board. This session will lead you through
how to have impact at senior levels within the organisation and operate most effectively with the Board.

Fiona had an international executive career in the She Chaired the Women’s Fund for Scotland, sat on A specialist in ESG leadership in the boardroom, in 2017 and is currently Chair of its Remuneration
Energy sector including roles in Europe, Japan, USA , the NYC Board of Women’s World Banking and the Samantha was appointed Accenture’s Board Committee. In 2021, she was appointed to the
Mexico and Venezuela. She led multinational diverse Pancreatic Cancer UK Board. She is delighted to be the Effectiveness & Sustainability Lead for Europe in Board of Directors at The James Hutton Institute,
teams of thousands of people with billion dollar current Chair of the Scottish SPCA. November 2021. an interdisciplinary scientific research institute in
turnovers. Her consultancy career then focused on Scotland, focused on crops, soils and land use and
From 2008 to 2021, she was a Non-Executive Director
Board Effectiveness and business transformation. From environmental research. She is also a member of the
with the global No.1 renewable energy company,
a non-executive perspective she has held a number Advisory Board for the MSc in Management at Imperial
Iberdrola, headquartered in Spain. As Chair of the Board
of positions including Clydesdale Bank, Virgin Money, Fiona Macleod College, and she previously served as Vice-Chair of Samantha Barber
Committee, with responsibility for ESG, compliance,
Senior Independent Director of Sthree plc and Non- the business-led 2020 leadership group on Climate
and non-financial risk for over eight years, she helped
Executive director at Denholm Energy Services. Chair, Scottish SPCA Change in Scotland for six years. Managing Director
drive and shape Iberdrola’s international leading role as
Europe; Board
a purpose-led sustainable energy company.
Effectiveness and
Samantha also joined the Board of Scottish Water Sustainability, Accenture

John’s research interests centre on issues of His other research projects have predominantly Sarah is the Director of the Centre for Business, Climate As well as being a past chair of the British Academy of
organisational and institutional change, including centred on the implementation of planned and Change, and Sustainability (B-CCaS) at the University Management Sustainable and Responsible Business
culture change, and strategic management. He emergent strategic change in private, public and of Edinburgh Business School. B-CCaS aims to be a special interest group, she has served a term as an
recently concluded a three-year project that voluntary sector organisations. catalyst for positive social and environmental change in elected non-professorial member of the University of
examined how a major new innovation management the interaction of climate, business, policy, and society; Edinburgh Senatus Academicus.
John is an experienced executive educator,
programme was adopted by a Fortune 100 firm in to work across institutional, market, organisational,
delivering leadership programmes to middle and
the United States. This included examining how community, and individual levels; and to offer
senior managers at Fortune 100 and Fortune 500
the organisation formulated and implemented Professor John Amis innovative and research led solutions, stimulate and Dr Sarah Ivory
firms, among others. He has received several
change, integrated a new team structure into the contribute to key policy debates, and create and inspire
teaching awards including the University of Chair in Strategic Change
infrastructure of the existing organisation, and why changemakers for the future. Director, Centre for
Memphis’ Distinguished Teaching Award. Management and
some teams were more successful than others at Business, Climate
Organisation and Co-
delivering anticipated results. Director of the Centre for Change and
Strategic Leadership Sustainability (B-CCaS)

Judy’s profile can be found at the end of the programme brochure.

13 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 14
Executive Leadership Programme Tuesday 21st November – 17.00 to 20.00 Executive Leadership Programme Tuesday 5th December – 17.00 to 20.00

NOVEMBER MODULE DECEMBER MODULE

Session 7 Session 8
Crisis Management: Speakers:
Gordon Dewar, Chief Executive Officer, Managing your Speaker:
Malcolm Kpedepko, Partner at Panoramic

Leading through Edinburgh Airport

Career and Fulfilling Growth Equity

Adversity Mike Crow, Group Head of Public Affairs,

NatWest Group
Ambitions Academic Lead:
Professor Susan Murphy

Regardless of whether your organisation operates in volatile and high-risk sectors, such as aviation, oil In this last session, participants will work on ways to take the learnings from the course and focus on the
and gas exploration or construction, the COVID pandemic, and recent war in Ukraine have shown that all latest knowledge about ‘managing one’s career’, which might not always be linear. This session will focus
organisations are at risk of having to manage crisis, communicate effectively and mitigate external risk. on further developing one’s strengths and identifying any leadership gaps and development goals for the
future. Individuals will be able to share career experiences to date, understand the power and importance
This session on crisis management will provide delegates with essential skills and knowledge to effectively
of their networks, explore the ‘no wrong path concept’ when progressing their career, and learn more about
plan, manage and respond to crises and covers topics such as effective and appropriate communication,
what employers, investors and shareholders are looking for in their future board members.
risk assessment and mitigation, emergency planning, and recovery strategies.
Through hearing from two experienced executives, delegates will hear first-hand practical experience
and learning to help them plan for and evaluate crises; develop effective communication strategies; and
coordinate response efforts. The module will also highlight the importance of leadership, teamwork, and
resilience in crisis situations.

Gordon has been Chief Executive Officer for Edinburgh the Government. Malcolm is an experienced investor focused on providing (Renewable Energy) and Quill Content. Solfex was sold to
Airport Limited since 2012, during a time which saw growth capital to UK SMEs. As a partner in Panoramic he Travis Perkins in January 2013. Quill was sold to Webedia
He is also a Board member of the Scottish Tourism
growth rise to a record level for passenger numbers of invests in talented management teams who have a clear in April 2019. He also currently sits as an Independent Non
Alliance and has won a variety of industry awards
any Scottish Airport in 2019 and led the organisation desire to build and exit their business, and an identifiable Executive Director of the Scottish FA, the governing body
including both Edinburgh Chamber of Commerce and
through the COVID-19 pandemic under differing opportunity to achieve that aim. At Panoramic the approach of football in Scotland and previously sat on the board of
the IoD’s ‘Director of the Year’ and the Scottish Business
ownership. is also clear - they are active partners, assisting those Scottish Golf, the governing body for golf in Scotland.
Awards ‘CEO of the Year’ in 2015.
companies to fulfil their aspirations. He currently sits on
He spent 4 years with BAA running Glasgow and He is an ICAS qualified Chartered Accountant and an IoD
the boards of four PGE portfolio companies; Dog Digital
Edinburgh airports through periods of extensive Gordon Dewar qualified Chartered Director (CDir). Malcolm was selected Malcolm Kpedepko
and Captify (both Digital Media), Process Control Services
investments in terminal capacity and passenger on Real Deals’ Future 40 Diversity and Inclusion Leaders
Chief Executive (Industrial) and Precision Technologies International Partner at Panoramic
growth from 2007 to 2010 and was subsequently Chief list for the role he has played in enhancing diversity and
Officer, Edinburgh (Engineering). Growth Equity
Executive at Bahrain International Airport for 2 years, inclusion in the private equity industry.
Airport
creating an independent and profitable business from He was previously a director of Solfex Energy Systems

Michael’s background is in politics and journalism. University and has subsequently studied Business Susan’s current research examines leadership the entertainment, mobile technology, biotechnology,
From 1997 – 1999 he was Westminster Correspondent Economics at Oxford University and Climate Change at requirements, effectiveness, and development banking, construction engineering, and energy-related
for STV before becoming the station’s main political Cambridge University. across different contexts and organisational fields as well as national and local government and
presenter and Political Correspondent until 2009. He levels and identifies ways in which organisations other public sector organisations. She is co-founder of
As Director of Public Policy at NatWest Group, Michael
then moved to the Conservative Party to work for David encourage “the leadership development mindset”; a the Executive Women’s Leadership Programme with
is responsible for the bank’s political interactions,
Cameron as Director of Strategy and Communications method of accelerating leader development which Judy Wagner from FWB Park Brown.
especially for the CEO Dame Alison Rose, and
in Scotland before moving to the bank at the end of includes effective succession planning and talent
policy influencing programme on areas of strategic
2010. Mike Crow management, and at the individual manager level, by Professor Susan
importance to the bank.
increasing leadership self-efficacy and identity, one’s Murphy
Michael has been a board member of Citizens Advice
Group Head of Public developmental readiness, and use of mentoring and
Edinburgh, business start-up Fresh Car valeting, Oxford Chair in Leadership
Affairs, NatWest Group other networking opportunities. She has consulted with
University’s Business Economics Programme and RBS’s Development and Co-
over 70 clients across a range of industries including
Scotland Board. Michael is a graduate of St Andrews Director of the Strategic
Leadership

15 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 16
 Professor Susan Murphy
Chair in Leadership Development and
Co-Director of the Strategic Leadership
Email: [Link]@[Link]

Management and
Faculty Team Profiles
Subject Matter • Leadership development • Stakeholder engagement and
Expertise: communication
• High performing teams
• Global organisation
• Culture development
• Talent / resource management
• Structures and procedures for
growth

Profile: Susan’s current research examines leadership requirements, effectiveness, and

development across different contexts and organisational levels and identifies
ways in which organisations encourage “the leadership development mindset”;
a method of accelerating leader development which includes effective
succession planning and talent management, and at the individual manager
level, by increasing leadership self-efficacy and identity, one’s developmental
readiness, and use of mentoring and other networking opportunities.
She has consulted with over 70 clients across a range of industries including
the entertainment, mobile technology, biotechnology, banking, construction
engineering, and energy-related fields as well as national and local government
and other public sector organisations.

Qualifications • PhD Organisational Psychology, University of Washington

Include:
• MSc Organisational Psychology, University of Washington

Board Positions: Susan is on the Board of the International Leadership Associate and is a member
of the executive committee. She is also on the board of the Scottish Human
Resource Manager Leadership Group

Executive Education Susan has considerable experience of teaching the following topics to
Experience: experienced executives: Strategic Leadership, Change Management, Teams
and Leaders, Leadership and Organisational Communication, Organisational
Behaviour, Industrial Psychology, Diversity and Inclusion

Related Clients: Scottish Enterprise, CALA, National Trust for Scotland, NHS, Maersk Oil,
Mitsubishi Atomic Power Corp, Jacobs Engineering, Toyota Motor Sales, Kansai
Electrical Power Company, Bain & Company

17 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 18
 Judy Wagner CA FRSE Michael Dickson
Co-Founder of FWB Park Brown Director of FWB Park Brown
Executive Search
Email: judy@[Link] Email: michael@[Link]

Profile: Judy has been actively involved in executive search for over 20 years, recruiting Profile: Michael is a graduate in Law from The University of Edinburgh and has spent
at Senior Management and Board level executive and non-executive. She has over 10 years working in the Search sector. Before joining FWB Park Brown,
recruited across all sectors and functional areas, and advised many clients on Michael was Business Manager for a global plc, leading their Senior Finance
Board composition and evaluation. Searches, before joining a boutique Executive Search Practice, leading Searches
for Senior Management, Board, NXD and interim roles across a range of sectors.
She has been a Chairman and Non-Executive Director in the Private and Not
for Profit sectors, and coached extensively throughout her career on career Michael has successfully executed a range of executive assignments ranging
development, interviewing, presentation, networking and communication, from non-executive and board level appointments to senior management and
including a significant amount public speaking in these areas. new/more niche technology roles.
He has experience of working with a diverse range of clients from plc to SME
and has been successful in securing appointments UK Wide.
Qualifications • BCom University of Edinburgh Michael is also a co-founder of The Edinburgh University Executive Leadership
Include: Programme, and until recently sat as a Non-Executive Director for national
• CA (Institute of Chartered Accountants of Scotland)
charity Apex Scotland and a committee member of the CBI’s Under 35 Network
for both Scotland and the UK.

Board Positions: Current NXD/Committee activities are as follows:

• Advisory Board, Centre for Strategic Leadership, University of Edinburgh Qualifications • Bachelor of Laws (LLB): University of Edinburgh
Business School Include:
• Programme Director, NXD Development Programme, University of
Edinburgh Business School
• Co-Founder The Executive Women’s Leadership Programme Board Positions: • NXD, Apex Scotland
• Trustee, The Salvesen Mindroom Centre • Committee Member, CBI
• Advisory Board, Private Equity Firm, Scotland

19 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 20
 Jamie Brown
Director of FWB Park Brown

Email: jamie@[Link]

Profile: Jamie started his career with BT PLC in contract and service management, prior
to moving into recruitment with a global multi-national recruitment practice,
leading their Supply Chain business in Scotland.
Jamie has over 12 years’ experience in the sector, having recently worked with
two growing Search firms to both launch a new Supply Chain & Operations
Search start-up brand, and latterly the development of new sectors for a
boutique Executive Search business across the UK.
He has successfully executed a broad range of executive assignments across
industry including functional leadership, senior interim, executive and non-
executive appointments These have been in publicly listed, PE backed and
privately-owned organisations. Jamie is also a co-founder of The Edinburgh
University Executive Leadership Programme and currently sits on the Edinburgh
Chamber of Commerce Inspiring Talent Committee.

Qualifications • MA Economics – Heriot-Watt University

Include:

Board Positions: • Committee Member: Edinburgh Chamber of Commerce – Inspiring Talent

Committee

21 EXECUTIVE LEADERSHIP PROGRAMME 2023 | elp@[Link] THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 22
UNIVERSITY OF EDINBURGH
BUSINESS SCHOOL

29 Buccleuch Place, Edinburgh EH8 9JS

[Link]/EXECUTIVE