Jayesh P. Patel MBA FInstSMM JP
R W Progressive is not a consultancy bench. Only Jayesh works here. When a business needs a ready-made board for PE or a listing, that is IPO in 5 — and other professionals are brought in on purpose.
Senior executive and Non-Executive Chair with more than 25 years of sector-agnostic board-level work. The consistent practice is to represent shareholders, hold executives — especially Finance Directors — to account on financial management and the integrity of the numbers, and instil sound business principles with clearly defined KPIs, strategy and planning.
The MBA was taken with specialisms in organisational structure design and marketing / business strategy. That is the lens. Boards get help on how the firm is actually built to scale, and on whether the market story the executive tells is one a buyer, a bank or a PE house will believe.
Career context includes senior financial and change-management roles in two FTSE 100 businesses (including a substantial programme at a FTSE 100 healthcare group), building and selling a financial advisory practice in 2006, and board work across construction, professional services, financial services, healthcare, engineering, energy, media and other service businesses.
Based near Bolton. In person within 100 miles — Greater Manchester, Lancashire, Cheshire, Merseyside and the western edge of Yorkshire — and remote across the UK.
Selected mandates
The long briefing lives on Selected work — the page to forward when someone asks for evidence.
Six years of growth oversight and crisis response after FD fraud and cashflow stress — bankers, HMRC, shareholders, suppliers. Reputation and growth protected. Pipeline of more than £80m qualified opportunities against 33 checkpoints.
Five years as Non-Executive Chair. Headcount 80+ to 19 while volumes increased; three UK trading units; AI-enabled M&A; clear KPIs under financial stress.
Capital-structure and private-investor negotiation for an 8-digit investment and a subsequent £400m growth plan. PE-preparation and post-PE strategy (including two private-equity situations).
Earlier transformation at a FTSE 100 healthcare group (1989–1991) included consolidating 34 customer-service sites into three centres and cutting claims settlement from 10 working days to 3. Fellowship of the Institute of Sales and Marketing Management since 1997. Justice of the Peace at Bolton Magistrates’ Court, 1999–2004. Mentor for Be the Business / GM Business Growth Hub, The Prince’s Trust and Young Enterprise. Nominee, Non-Executive Director Award 2021.
How the work is held
Typical Chair / NED cadence is about 24 days a year, denser in the first quarter. The first 90 days exist so the client feels the board change within one cycle — not after a six-month “review”.
Capacity is finite. A new NED or Chair mandate is taken only where independence is possible and the diary can honour it.
Magistrate. College governor. Prince’s Trust mentor. Christmas toys for children in hospital. During Covid, national advertising won through an FSB / Daily Mail initiative was used to offer SMEs free consultancy; more than 30 businesses received pro-bono financial-management advice.
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