I’m a Board Advisor, Non-Executive Director and author of 𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝗶𝗮𝗹 𝗦𝗲𝗰𝘁𝗼𝗿 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀.

I help organisations unlock value, recover performance and deliver lasting growth.

Many boards I work with are highly experienced in their domain.

I believe that’s also a risk.

Experience shapes our bias. 

I see boards naturally over-index on what feels “known”: 
𝘰𝘱𝘵𝘪𝘮𝘪𝘴𝘢𝘵𝘪𝘰𝘯, 𝘪𝘯𝘤𝘳𝘦𝘮𝘦𝘯𝘵𝘢𝘭 𝘪𝘮𝘱𝘳𝘰𝘷𝘦𝘮𝘦𝘯𝘵, 𝘤𝘰𝘮𝘱𝘭𝘪𝘢𝘯𝘤𝘦.

For example, technical boards default to technical solutions: 
𝘮𝘰𝘳𝘦 𝘦𝘧𝘧𝘪𝘤𝘪𝘦𝘯𝘤𝘺, 𝘮𝘰𝘳𝘦 𝘱𝘳𝘰𝘤𝘦𝘴𝘴, 𝘴𝘰𝘭𝘷𝘪𝘯𝘨 𝘴𝘺𝘮𝘱𝘵𝘰𝘮𝘴 (𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘵𝘩𝘦𝘺 𝘢𝘳𝘦 𝘷𝘪𝘴𝘪𝘣𝘭𝘦).

The real opportunity may be more creative:
𝘌𝘹𝘱𝘭𝘰𝘳𝘪𝘯𝘨 𝘯𝘦𝘸 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘰𝘳 𝘳𝘦𝘷𝘦𝘯𝘶𝘦 𝘮𝘰𝘥𝘦𝘭𝘴, 
𝘳𝘦𝘧𝘳𝘢𝘮𝘪𝘯𝘨 𝘵𝘩𝘦 𝘱𝘳𝘰𝘣𝘭𝘦𝘮 𝘵𝘩𝘦 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘪𝘴 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘵𝘳𝘺𝘪𝘯𝘨 𝘵𝘰 𝘴𝘰𝘭𝘷𝘦, 
𝘭𝘦𝘷𝘦𝘳𝘢𝘨𝘪𝘯𝘨 𝘣𝘳𝘢𝘯𝘥 𝘢𝘴 𝘢𝘯 𝘢𝘥𝘷𝘢𝘯𝘵𝘢𝘨𝘦 𝘪𝘯 𝘮𝘢𝘳𝘬𝘦𝘵𝘴 𝘵𝘩𝘢𝘵 𝘩𝘢𝘷𝘦 𝘧𝘰𝘳𝘨𝘰𝘵𝘵𝘦𝘯 𝘪𝘵 𝘮𝘢𝘵𝘵𝘦𝘳𝘴.

My role is to help boards rebalance:

→ Discipline 𝘢𝘯𝘥 creativity
→ Governance 𝘢𝘯𝘥 growth
→ Managing risk 𝘢𝘯𝘥 backing bold moves

In practice, that means:

- Bringing an outside-in lens to challenge inside-out thinking
- Understanding if decisions are two-way or one-way doors
- Looking for asymmetric bets with fat-tailed upside

The simple way I frame it:

𝗟𝗲𝘃𝗲𝗹 𝟭 - 𝗖𝗼𝗻𝘁𝗿𝗼𝗹
Cost Discipline, Risk Management, Governance
Essential. Protects value. 

𝗟𝗲𝘃𝗲𝗹 𝟮 - 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲
Op. Excellence, Capital Allocation, Technology (inc. AI)
Improves productivity and returns. 
Necessary, but still incremental.

𝗟𝗲𝘃𝗲𝗹 𝟯 - 𝗩𝗮𝗹𝘂𝗲 𝗖𝗿𝗲𝗮𝘁𝗶𝗼𝗻
Innovation, Growth Engines, Business Models
This is where trajectories change.

I help boards ensure L1 & 2 are solid,
then move deliberately and confidently into L3 -
with a strategy that is coherent across all three.

A primer on my experience:

- 15+ years across FTSE, private and family-owned businesses
- Investor readiness, sale preparation and due diligence
- Board-level strategy design across multiple industries
- Multi-year transformation leadership and governance
- Carve-outs and stand-ups of standalone businesses
- Business model and operating model innovation

If you’re navigating transformation, turnaround, or seeking bold growth, 𝘢𝘯𝘥 𝘸𝘢𝘯𝘵 𝘧𝘳𝘦𝘴𝘩 𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨 𝘢𝘳𝘰𝘶𝘯𝘥 𝘵𝘩𝘦 𝘵𝘢𝘣𝘭𝘦, I’d welcome a conversation about how I can help your board drive value.

→ Message me here or reach out at Dan@DanMottram.com

Dan Mottram_

Warren Hammond

CRO | CCO | CSO

Senior Commercial Executive with a passion for Sales and Sales Teams.
Led fast-growing sales teams (100%+ yoy) in the UK, India, Benelux
Experienced European leader - Benelux, UK, Nordics, DACH, Italy and Eastern Europe
Collaborative leader with a focus on driving high performance with a focus on data, playbooks and inspiring teams to realise their potential.
Natural, enthusiastic communicator with all stakeholders
Financially literate - forecasting, P&L, profitable growth and ROI analysis
Experience with Private Equity and Investors
Successfully exited an Axel Springer business in 2020

For over 20 years, I've been taking on sales targets and beating them - from selling space in phone books straight from university to running international, multi-channel sales and marketing teams. The most enjoyable part of my career has been working with groups of motivated individuals and transforming them into a winning team.

Since finishing my last full-time role, I've worked as an advisor and fractional CRO across Europe,  developing ambitious strategies and building sales organizations that drive growth and increase profitability.
Passionate about helping individuals and teams succeed.

Executive Member

At Rhino Consulting, I work with founder owners, business leaders and sales professionals to improve the whole sales organisation - through strategy, structure, methodology and management – analysing the entire organisation that supports the salespeople. And then making it better.
Clients: Studytube, Panda International, Yonego, PCN, Belvilla, Social Talent, SendCloud

𝗠𝗶𝗻𝗱𝘀𝗲𝘁 — 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗶𝘀 𝗯𝗼𝗿𝗶𝗻𝗴. 𝗧𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝗽𝗼𝗶𝗻𝘁.
 
Everyone wants the breakthrough. 
Nobody wants the boring part before it.
 
Consistency is not exciting. 
It's repetitive. It's unglamorous. It's slow.
 
That's exactly why it works.
 
Because most people quit when it gets boring. 
And boring is where the compound effect lives.
 
A simple standard: 
Do the thing when you don't feel like it. 
That's the rep that counts.
 
Motivation gets you started. 
Consistency gets you results.
 
I write about Leadership, Sales, and Mindset.
(this post was written after a homework chat with my son...)

𝗠𝗼𝘃𝗶𝗻𝗴 𝗚𝗼𝗮𝗹𝗽𝗼𝘀𝘁𝘀
A lot of high performers I work with have the same problem:

They don’t celebrate wins.  
They negotiate with them.
Hit target → “That was the minimum.”  
Get promoted → “Now I have to prove it.”  
Good quarter → “Next quarter will be harder.”

That is not ambition.  
That is a habit of self-pressure.

Try this:
• Log wins the same way you log problems.  
• One line. No emotion. Just facts.
• It trains your brain to see reality.

I write about Leadership, Sales, and Mindset.

#leadership #mindset #insecureoverachievers #sales

𝗧𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗶𝘀𝗻'𝘁 𝗮 𝗹𝗮𝗰𝗸 𝗼𝗳 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲.

I work with a lot of founders and revenue leaders who describe themselves as "insecure overachievers."

They're not short on confidence. 
They're short on safety.

They perform. They execute. They deliver.
But they won't ship until it's perfect. 
And perfect never comes.

So they prep again. Run it one more time. Another slide. Another rehearsal.
Not to win. 
But to reduce the risk of feeling exposed.

Here's a reframe:
Preparation creates confidence. Over-preparation creates anxiety.

Try this practical test:
𝗪𝗶𝗹𝗹 𝘁𝗵𝗮𝘁 𝗲𝘅𝘁𝗿𝗮 𝟮𝟬% 𝗼𝗳 𝗲𝗳𝗳𝗼𝗿𝘁 𝗰𝗵𝗮𝗻𝗴𝗲 𝘁𝗵𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲? 
If yes (a strong yes): Do it. 
If no (or in doubt):  Ship it and move on.

As a leader, your attention has compounding value. Every hour spent polishing something that's already good enough is an hour not spent on the next deal, the next decision, or your family.
Good and moving beats perfect and late. Every time.

𝘐 𝘸𝘳𝘪𝘵𝘦 𝘢𝘣𝘰𝘶𝘵 𝘳𝘦𝘷𝘦𝘯𝘶𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘮𝘪𝘯𝘥𝘴𝘦𝘵 𝘵𝘩𝘢𝘵 𝘴𝘦𝘱𝘢𝘳𝘢𝘵𝘦𝘴 𝘨𝘰𝘰𝘥 𝘰𝘱𝘦𝘳𝘢𝘵𝘰𝘳𝘴 𝘧𝘳𝘰𝘮 𝘨𝘳𝘦𝘢𝘵 𝘰𝘯𝘦𝘴.

#𝘴𝘢𝘭𝘦𝘴 #𝘭𝘦𝘢𝘥𝘦𝘳𝘴 #𝘮𝘪𝘯𝘥𝘴𝘦𝘵 #insecureoverachievers

𝗠𝗶𝗰𝗿𝗼𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗻𝗼𝘁 𝗮𝗯𝗼𝘂𝘁 𝗵𝗶𝗴𝗵 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝘀.
It’s about low trust.

Most new leaders micromanage for a good reason:
They care. They feel responsible. They want the team to win.

BUT
When you “fix” everything, your team stops owning anything.

INSTEAD
Define what “good” looks like (examples beat opinions).
Set checkpoints, not constant monitoring.
Ask: “What’s your plan?” BEFORE you share yours.

WHY?
High standards + autonomy = growth.

#leadership #sales #trust

taplio

The Battle

Dan Mottram_

Warren Hammond

Followers

Posts

Engagements

Likes

Performance ScoreWarren Hammond's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Dan Mottram_

Warren Hammond

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Warren Hammond's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreWarren Hammond's LinkedIn Performance