Ann: Changes to Selfwealth Board, page-15

Lot of posts here cheering the appointment of a new NED, as if his arrival on the scene is going to magically drive a recovery in the operating performance of the business, where everyone else hasn't been able to do so to date.

Taking a hands-on role on the day-to-day running of the business (eg. operating cost control) is not the remit of a director who serves in a Non-Executive capacity (and if that's what NEDs did, then it would be at odds with governance protocols).

So what he's going to do on the Board, and what contribution he might be able to make in terms of strategic oversight (which is what will form part of his brief), is unclear to this little pilgrim.

But to conclude it's necessarily a good thing, as some here are doing, is a long (and wishful) bow to draw.

After all, he's just a shareholder like everyone else; a big one, sure, but it doesn't necessarily follow because he used a lot of his client's money to establish a large shareholding in a business, that he will be a competent director and be able to make a definitive impact.

No more than it doesn't necessarily follow that company directors are able to successfully turn their hands to investment management.

.