Who I am
I’m Clive Jones. I bring the perspective of a chair and the experience of someone who has had to make change work.
My career has taken me from technology and major operational leadership to strategy, transformation and independent governance. I have led substantial teams and services, managed significant investment, chaired organisations through uncertainty and worked with boards making consequential decisions under scrutiny.
That breadth shapes how I work. I listen carefully, establish what is true, test the assumptions underneath the obvious answer and ask the questions that need to be asked. Then I focus on what comes next: the capability, accountability and practical action needed to turn a sound decision into durable performance. I am comfortable where governance meets delivery, where evidence must be balanced with judgement, and where progress depends on bringing different interests together without avoiding difficult choices.
Yes, and.
Start with finding what’s true, add what makes it work.
Engagement Types
Three ways I collaborate with leadership groups.
Board Governance
Unbiased insight and firm guidance provided to organizational boards and chairs.
Details
Interim Management
Advisory support needed when a firm navigates periods of high volatility or reorganization.
Details
Change Management
Strategic assistance aligning institutional goals with effective execution plans.
Details
Leadership and execution
require a unified
perspective.
While many offer board advice, few possess the combination of objective oversight and hands-on operational leadership. I assist groups in isolating the crucial choices, auditing the data, and identifying hurdles to ensure results are both achievable and lasting. I focus on actionable outcomes that maintain organisational momentum and ensure long-term stability for every stakeholder.
What? / So What? / Now What?
From information to insight. From insight to action.
What?
Establish the facts.
What is the challenge, issue or opportunity? What do we know about it? What are its dimensions, context and causes? This stage separates evidence from assumption and makes sure we are addressing the real issue, not simply its most visible symptom.
So What?
Understand what it means.
Why does this matter? Who is affected? What are the consequences, risks and opportunities? This stage turns information into insight by connecting the evidence with purpose, performance, stakeholders and the decisions that need to be made.
Now What?
Turn insight into action.
What should we do about it? What choices are available? What needs to happen now, what comes next and who will be accountable? This stage converts sound judgement into clear priorities, practical action and change that can be implemented and sustained.
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Yes, and.
Start with finding what’s true, add what makes it work.
The process is deliberately simple, but it is not simplistic. It creates a clear line from evidence to meaning, from meaning to choice, and from choice to action.