Andy Gair
Assistant Chair and Independent Representative
Over 35 years experience in the development of sport and coaching practice, across sport GBs, education, local authority, private & voluntary sectors, Andy specialises in working with organisations to provide increased, better quality and more successful services including:
- Athlete-cantered Rugby Union Coaching
- Club organisational & strategic development, and change management
- Coaching workforce development, regulation, employment, deployment & management
- Application of Participant Development Modeling
- Professionalisation of front line sport coaching provision
- Coach Education & Development
Andy is an active rugby union coach with over 34 years experience across community & performance settings. A former RFU National Trainer & Coach Educator (training 10,026 coaches) he is currently coaching at community club & SRU player development levels as well as providing mentor support to a number of coaches.
Katherine Percival
Independent Representative
Katherine has worked in the sport sector for over 14 years. Her experience ranges from sport development through to project management along with the development of education for coaches, volunteers and the professional workforce.
Kath has significant experience in learning and development and has worked with a number of National Governing Bodies to develop their coach education pathway and strategy. She has also led the development of coaching qualifications, workshops and courses to best suit the roles and environments that coaches operate within. Kath works closely with the tutor workforce and has worked in disadvantaged communities, using coaching as a tool to support the development of skills and opportunities.
Kath is a recognised tutor, assessor and quality assurer and delivers on several subject areas including safeguarding, multi-skills and the GB hockey coach education programme.
Jenny Bowmer
Independent Representative
Jennie is an experienced board member and senior leader within the training and education sector. With particular specialisms in the sports, leisure and community education sectors, Jennie has a reputation for developing trusted partnerships and identifying innovative training and development solutions in both the public and private sectors. Possessing experience in the commissioning, design and delivery of learning and development programmes delivered both nationally and internationally, clients and partners have included some of the world’s largest sports clubs; renowned charities, trusts and foundations; government departments including the ESFA; and associated expert bodies.
Skilled in business planning, strategic development and partnership management to support business growth, Jennie brings an entrepreneurial spirit to the businesses she supports.
Jennie currently works as a consultant, supporting strategic learning and development initiatives across the sports sector.
As an advocate of learning and with a passion for education, management and sports, Jennie has an Executive Master of Business Administration (MBA) from University of Bath and MSc in Sports Science from Loughborough University.
The Role of ASQ Independent Non-Executive Directors
At least 25% of the Board shall be independent non-executive directors with no LLP voting rights.
Independent non-executive directors on the ASQ Board.
The purpose of our Independent non-executive directors is to enhance decision making by providing objective scrutiny and offering an independent perspective, drawing on their current and previous experience from outside of the organisation. They will provide:
- independence
- impartiality
- wide experience
- special knowledge
- personal qualities
SPECIFIC DUTIES
Strategic direction As ‘an outsider’, the non-executive director may have a clearer or wider view of external factors affecting ASQ and its business environment. The normal role of the NED (non-exec directors) in strategy formation will therefore be to provide a creative and informed contribution and to act as a constructive critic in looking at the objectives and plans devised by the chief executive and the executive team.
Monitoring performance Non-executive directors are to take responsibility for monitoring the performance of executive management, especially with regard to the progress made towards achieving the determined company strategy and objectives. They have a prime role in suggesting appropriate persons for succession planning, and where necessary advising removal of non-executive and executive directors.
Communication ASQ and its board can benefit from outside contacts and opinions. An important function for NEDs, therefore, will be to help connect the business and board with networks of potentially useful people and organisations. In some cases, an NED will be called upon to represent the company externally.
Risk NEDs should satisfy themselves on the integrity of financial information and those financial controls and systems of risk management are robust and defensible.
Audit It is the duty of the whole board to ensure that the ASQ company accounts properly to its regulators and companies house by presenting a true and fair reflection of its actions and financial performance and that the necessary internal control systems are put into place and monitored regularly and rigorously. Whilst this is put in place by the ASQ accountant, the board will approve prior to submission to companies’ house.