A leadership monograph
Building enduring enterprises. Creating value that lasts.
Chief Executive Officer · Europe · Global perspective · Volume I · 2026
Chapter I
I lead businesses through the moments when ambition must become a different operating reality. My work has spanned enterprise renewal, market entry and the development of leadership teams able to sustain change beyond a single programme.
I believe the chief executive's responsibility is to connect the long view with the decisions made every day: where to compete, what to stop, where to invest and who will carry the next chapter. That means staying close to customers while creating a disciplined relationship between the board, the executive team and the organisation.
I bring a collaborative, direct approach to that work. I value thoughtful challenge, clear accountability and a culture in which difficult information travels quickly.
Chapter II
My task is to give the enterprise a direction it can act on. I make the choices about customers, capital and capabilities explicit, then give business leaders the authority and accountability to deliver. I want difficult information to reach the leadership team while there is still time to respond.
Stefan Duvall
Chapter III
Chapter IV
§ 1
An established business had outgrown the operating model that made it successful. I brought the leadership team together around a smaller set of enterprise priorities, clarified decision rights and rebuilt the review rhythm around customer and operating evidence. The work connected strategy with ownership at the business-unit level, giving the board a clearer view of execution and the organisation a more consistent direction.
§ 2
A promising adjacent market required a different route to the customer. Rather than replicate the home-market model, we tested the proposition with a focused partner network, identified the capabilities that needed to be local and staged investment against learning milestones. My contribution was to keep the commercial ambition and the organisation's capacity in the same conversation.
§ 3
Fragmented initiatives were consuming leadership attention without a shared view of performance. We established a common operating cadence, put interdependent decisions on the same agenda and distinguished structural issues from short-term variance. Business leaders retained ownership of results while enterprise trade-offs became explicit.
Chapter V
2020 — Present
Aldermoor Group
Accountable for enterprise direction, executive-team effectiveness and the operating choices that connect growth with durable performance. Working with the board to make strategic priorities, investment decisions and succession visible.
2016 — 2020
Fairhaven Holdings
Led a business unit through a change in market position, aligning commercial priorities, operating capacity and leadership capability. Built experience translating enterprise ambition into decisions close to customers.
2011 — 2016
Harrow & Vale Industries
Built the regional business from a sales office into a full enterprise with its own manufacturing, brand and leadership bench. Opened four markets and led the first regional acquisition.
2006 — 2011
Meridian Consolidated
Shaped the portfolio review that exited two declining categories and funded the move into services. Learned how a board weighs reversible and irreversible decisions.
Chapter VI
Independent Director
Strategy · Nomination & Remuneration (Chair)
2022 — Present
Trustee
Investment Committee
2019 — Present
Non-Executive Director
Audit · Risk
2017 — 2021
Chapter VII
A leadership team can agree on growth while avoiding the choices growth requires.
Read the essayAn enterprise review should connect customer signals, operating performance and investment choices.
Read the essayA growth proposal should explain the customer opportunity, the capabilities required and the conditions under which management would change course.
Read the essayChapter VIII
The Boardroom Review · 2025
“The CEO who stopped three businesses to build one”
Capital & Governance Quarterly · 2024
“Succession as strategy: lessons from an industrial turnaround”
The Leadership Ledger podcast · 2023
“Episode 112 — Choosing what not to do”
An invitation
The next chapter is written in conversation. I welcome enquiries from boards, chairs and those who carry consequential decisions.
office@stefanduvall.example