Charles is a Non-Executive Director at Great Ormond Street Hospital and Chair of the Audit Committee.
Having scaled the ranks of accounting to become a partner at KPMG in the 1980s, Charles Tilley took on the role of Chief Executive Officer at the Chartered Institute of Management Accountants (CIMA) in 2001.
His relationship with Great Ormond Street Hospital (GOSH) began at just six years old, when Charles was admitted to have his tonsils removed – a far cry from the complex and life-threatening diseases more commonly seen at GOSH today.
Audit Committee
As Chair of the Audit Committee, Charles’ role is to oversee financial reporting, receive external and internal audit reports, check that recommendations are implemented and ensure the Trust operates effective systems.
The importance of outside expertise
With a wealth of finance experience under his belt, both in investment banking and as an auditor, Charles is able to offer vital expertise to ensure the smooth financial running of the hospital.
What’s more, his connection with CIMA, with its emphasis on information quality and management, means he has an abundance of transferable skills.
“It’s good that I also have experience of other places where profit is not the principal focus,” he says. “All the things I do are about trying to do the right thing in the public interest. I like being involved in organisations which are focused on making people’s lives better.”
Charles is passionate about the role Non-Executive Directors have to play within the hospital:
“You need people who are experts in their field. It’s hugely important that the Chief Executive of GOSH is clinical, but any Board needs financial, marketing, legal and people expertise.”
A united front
When asked how Non-Executive Directors fit into the Trust Board dynamic he said:
“There is no ‘them and us’. As Non-Executive Directors we have experience from other walks of life which can be tested against the hospital. It’s not about marching in and demanding change, but we do have independent objectivity.”
Efficiency is key
With so little time available, it’s important for Non-Executive Directors to stay focused, and Charles certainly knows his priorities:
“We take decisions to ensure GOSH can continue pushing boundaries, educating staff and making patients better.”
But with opportunities come challenges. Although Charles spends just three days per month at GOSH, he sees it as a far bigger commitment:
“Being a Non-Executive Director is 24–seven, 365 days a year. I may not be doing things directly, but I’m constantly thinking about how experience in my every day life may be relevant to GOSH.”
Highlights so far
Reflecting on his experience so far, Charles says:
“Being a Non-Executive Director is humbling. GOSH is the greatest health brand in the UK and potentially the world, which puts a lot of responsibility on a director’s shoulders.
"But being involved is fantastic. Seeing what nurses and doctors achieve every day is remarkable. For me, everything about my experience with GOSH has been a highlight.”
