An independent chair owns how the board works — the agenda, the cadence, the quality of debate and the follow-through — so the executive team can own the business. MAXFR provides certified, working chairmanship sized for SMEs: serious governance without PLC theatre.
The chair's job is deceptively simple to state: make the board effective. In practice that means designing a rolling, forward-looking agenda; insisting on short papers that frame decisions rather than dump data; giving every voice — executive, investor, family — a fair hearing; and converting debate into minuted, owned actions that actually happen.
This is practised, not theoretical, chairing. Max currently serves as Non-Executive Chair of MW Equipment, a UK machinery manufacturer for the construction and site-work industries, and as Advisory Chair of Unsigned Research, a systematic digital-asset trading firm — two boards with very different rhythms, held to the same standard. As a portfolio chair he takes a small number of seats at any one time, which keeps each one properly served.
Independence is the point. The chair holds the role on behalf of the company — not the founder, not the fund — which is precisely what makes the challenge useful and the praise credible. The style is working, not ceremonial: a standing line to the CEO between meetings, real preparation, and difficult conversations had early and privately rather than late and publicly.
An annual board calendar with a rolling agenda: strategy, performance, people, risk and capital each get scheduled airtime instead of fighting for scraps at the end of meetings.
Every meeting chaired to a standard — papers circulated in advance, discussion kept at the right altitude, decisions recorded with owners and dates.
A standing, confidential line between chair and chief executive. The best chairs are the CEO's hardest questioner and strongest ally — in that order. Having been a CEO himself, Max knows which questions actually help.
Founders, families and investors pulling in different directions get one neutral, structured forum. The chair's independence is what keeps it fair.
As the business grows, the board must too. The chair leads evaluation, identifies the missing voices and — where useful — fills seats from the MAXFR network of specialist NEDs.
When a raise, exit, dispute or downturn arrives, the chair steps forward: more time, more structure, and a steady hand the company can borrow.
| Cadence | Monthly or six-weekly board cycle; ad-hoc availability between |
| Time commitment | Typically 2–4 days per month, stated in the engagement letter |
| Term | Initial 12 months with reviews at 6 and 12; renewal by mutual choice |
| Form | Formal chair appointment, or chair of an advisory board where statutory office isn't yet right |
UK chairs of SMEs and scale-ups typically command £25,000–£60,000+ a year depending on scale, complexity and time commitment; intensive phases — a raise, an exit, a turnaround — are usually scoped separately.
Figures are indicative UK market context, not a quotation — every MAXFR engagement is scoped first and priced in a written letter of engagement, with review points both sides can use. For broader numbers, see the NED & chair fees guide.
The 90-minute agenda that turns a leadership huddle into a board — with timings.
Read →GuideThe one-page template that frames decisions instead of dumping data.
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Read more →RelatedSenior counsel without statutory formality — chaired and built for you.
Read more →Five questions if you want structure. One email if you'd rather talk. Either way, a straight answer about what your board needs.