Managing Director role description
SMRU Consulting
About SMRU Consulting
SMRU Consulting is a global leader in marine mammal consulting and research, delivering innovative, robust and environmentally sound solutions to clients active in the marine environment. Our staff have extensive experience in carrying out research into many facets of marine mammal biology.
We work across all marine sectors from marine and offshore renewables, civil engineering, infrastructure, oil and gas and decommissioning to government, defence, and scientific research and development.
The company operates from 3 centres: St Andrews in Scotland; Friday Harbor in Washington State, USA; and Vancouver in British Columbia, Canada. While different markets have different opportunities and characteristics, SMRU Consulting brings a global approach with solutions delivered from across its centres.
SMRU Consulting works closely with our academic partners, the Sea Mammal Research Unit (SMRU) and the Centre for Research into Ecological and Environmental Modelling (CREEM) at the University of St Andrews.
Assess
We have considerable experience with developing frameworks for the environmental assessment of the effects of anthropogenic activities on marine mammals and basking sharks.
We work closely with developer teams to ensure project risks are identified and managed, from pre-consenting consultation through to post-installation monitoring and reporting.
We focus on the appropriate design, collection and analysis of marine mammal survey data, both for broad site characterisation surveys and specific impact assessment.
Mitigate
SMRU Consulting strives to provide the highest quality service to our clients. Where the potential for impacts on marine wildlife has been identified, SMRU Consulting will work with clients to design and deliver the most appropriate mitigation solutions, drawing on innovative technological developments developed by ourselves and our academic partners at SMRU. Delivery of innovative solutions…
• Development of risk modelling techniques, e.g. noise impact assessment methods, such as collision risk modelling, SAFESIMM
• Bioacoustics
• Active sonar
• Passive Acoustic Monitoring (PAM)
• Seal telemetry and count data (in conjunction with SMRU academic)
• Industry and Regulatory-focused R&D projects – delivery of bespoke solutions.
History
SMRU Consulting was set up in 2006 as the commercial arm of the academic Sea Mammal Research Unit (SMRU) at the University of St Andrews. Although separate entities, we work closely together, and jointly we bridge the gap between the academic and commercial worlds.
The academic Sea Mammal Research Unit carries out interdisciplinary marine mammal research and provides the UK’s main science capability in the field of marine mammal biology, with a statutory responsibility for providing scientific advice to the UK Government.
We also work closely with the Centre for Research into Environmental and Ecological Modelling (CREEM). They are leading experts in development of statistical approaches to be used in advancing marine mammal science. We collaborate with them on a wide range of projects.
How to apply
If you are interested, apply with a CV and covering letter to Derek Watson, Chief Executive of St Andrews Innovation ([email protected]) by Monday 10 February 2025. Interviews will be held week commencing 24 February 2025.
Key responsibilities
- To provide leadership to the company and to be responsible for the leadership and management of the company towards the achievement of strategic goals as agreed with the board.
- Together with the CEO of SI, to create a company specific board and to enable it to fulfil its duties and responsibilities for the proper governance of the company and to ensure that the board receives timely advice and appropriate information on all relevant matters.
- To lead the company to become a sustainable and profitable enterprise.
Duties and tasks to fulfil the key responsibilities
- Leadership
• To lead, inspire and motivate staff.
• To lead the review, development and implementation of a medium- to long-term strategy for the company within its objects, vision, mission and values, with the support of the board.
• To develop the work of the company in order to achieve the agreed strategic objectives.
• To run the company, ensuring that is constantly seeking ways to learn and to improve its performance and access new markets where it assists company prosperity.
• To develop and maintain an environment that attracts and retains the best staff and promotes and values inclusivity, equity and diversity.
• To ensure that there exists a strong culture that maintains a safe and healthy working environment for all connected with the company. - Management
• To be accountable to the board for the proper and effective management of the company.
• To run the company efficiently and effectively by ensuring that it has an appropriate management structure and management systems in order to fulfil its strategic objectives and to carry out its work safely.
• To ensure that business and operational plans that underpin the strategic objectives are developed, agreed and implemented.
• To ensure that there is in place an up to date framework of policies and guidance to ensure that health and safety issues are promoted and that these are adhered to consistently.
• To have produced sufficient monitoring information and reporting to the board on all key aspects of business including safety, people, sales, and profitability.
• To ensure that the recruitment, management, training and development of staff reflect good employment practice and are directed towards achieving the company objectives.
• To lead, coach, develop and retain the senior management/science team and ensure appropriate provision is in place for succession.
• To ensure that the company is aware of best practice and that it constantly works to achieve this within any constraints laid down by the board and resources available.
a. Finance and risk
• To be responsible overall for the financial health of the company.
• To support the implementation of the medium- to long-term strategy, drive the preparation of the annual budget, financial forecasts and income generation targets, with the support of the Finance Director.
• To ensure that the major risks to which the company is exposed are reviewed regularly by the board and the senior management/science team, systems have been established to mitigate these risks, and a risk analysis is automatically carried out when taking on major new work or proposing major new work to the board.
• To ensure that there are effective mechanisms to ensure the robustness of external and internal controls (financial and non-financial).
• To ensure the sustained deliverability of company profits.
b. External and internal relations
• To foster good communications throughout the company and externally.
• To maintain and develop a strong working relationship with the CEO, board and senior management/science team.
• To create strong networks of customers and suppliers to promote a healthy, profitable flow of contract activity.
• To maintain links to the academic science community, especially the University of St Andrews, to identify developments in science which may have an impact (positive and negative) on the company’s future ability to prosper.
c. Legal and regulatory compliance
• To ensure that the company fulfils all its legal, statutory and regulatory responsibilities.
3. To enable the board to fulfil its duties and responsibilities for the proper governance of the company.
a. Strategy and planning
• To ensure that the values, ethos, vision, mission, strategic objectives and strategic priorities for the company, and that these are endorsed and supported by the board.
• Build a strong and resilient customer base with a strong sales pipeline.
b. Ensuring high-quality governance
• To draw the board’s attention to matters that it should consider and decide.
• To ensure that the board receives all necessary advice, guidance and information on matters relating to current performance, the short- and long-term future of the company, regulatory and legal compliance, and other appropriate issues; and making sure that such advice, guidance and information are timely, honest, balanced and relevant.
• To ensure that the staff understand and support the governance role of the board and that there is a positive and constructive working relationship between the board and the senior management/science team.
• To work closely to support the Chair of the board to ensure that the board has the skills and experience it requires to govern the company well, and that the board has access to relevant external professional advice and expertise.
c. Board meetings
• To ensure that the board and the shareholder is given the information it needs to perform its duties.
• In partnership with the CEO, to ensure that the right and appropriate items reach board agendas and that high-quality papers support each item on the agenda.
• To report regularly to the board of directors on the performance of the company, progress towards the strategic goals.
• To implement board decisions.
d. Relationships with the CEO of St Andrews Innovation
• To have regular one-to-one meetings with the CEO at which the CEO and managing director can talk openly, reviewing progress and problems, agree expectations of each other, plan the board’s annual programme together and prepare together for meetings.