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ENCLOSURE D Annual General Meeting 2017 Board candidate profiles Alexander Knapp Alexander Knapp is the founder and Chief Executive of The AKCGlobal Group (AKCG), an international consultancy helping organisations to understand, visualise, engage and shape the most complex problems in the world. I have worked for over twenty years in international development policy, planning, operations and effectiveness, including twelve years with the United Nations in eleven peacekeeping, post-conflict reconstruction and humanitarian aid missions around the world. In addition to consulting, I am a Visiting Lecturer in Complexity and International Relations at Regent’s University in London, and a Visiting Professor of International Development at the American University School of International Service in Washington DC. The AKCGlobal Group provides advice and capacity to international development NGOs in strategy, organisational effectiveness and change management. Using insights and models from neuroscience, organic chemistry, genetic engineering and quantum mechanics, AKCG creates tools and solutions for complex, non-linear, ‘wicked’ problems in organisations and development projects around the world. AKCG also advises, launches and incubates the European offices of US NGOs seeking funding and partner diversification, and provides Board-level advice to UK NGOs on European funding and Brexit diversification and risk management. AKCG is a group of four companies, two in the UK and two in the US, each a non-profit that own a for-profit company. In both countries, AKCG’s consulting activities with third sector, government and corporate clients are delivered through its for-profit arm, the surplus from which is donated to the non-profit entity to advance its mission. Bond’s members are facing a wide-range of challenges. In addition to contributing to the strategic and fiduciary responsibilities on the Board, I’d like to contribute to helping them in four ways: • Organisational Effectiveness – I can contribute 20+ years of management consulting experience in strategy, leadership and change, specifically within the international development community and its organisations. During that time, I’ve worked with over thirty different NGOs at the executive and Board levels, and trained over 2500 people in the past five years. • Fragile and Conflict-Affected States (FCAS) – With half of DFID’s funding being allocated to FCAS, I can help Bond members understand, adapt and engage in complex humanitarian emergencies and post- conflict response, as well as interface effectively with umbrella organisations like the DEC and START Network. • Adaptive Management – Complex adaptive systems have always defined international development, and leading funders are beginning to invest seriously in researching, testing and implementing programming in highly interdependent and non-linear environments. We (AKCG) have built a formidable capacity to Page 1 of 12 teach and lead in this field, and would leverage this to extend the reach of Bond’s members, and deepen their impact. • Transatlantic Partnerships – AKCG’s US offices are in Washington DC, and our team there has deep expertise in USAID and World Bank fundraising and project management. In addition, with our existing relationships with US NGOs (as well as umbrella organisations like InterAction and InsideNGO), we are in a strong position to offer Bond members support in funding diversification and partnership development with complementary organisations in the US. I have served (or serve) on a number of Boards, include World Learning’s Global Advisory Council, as well as that of Public Administration International. Pursuing personal interests, I am also on the Board of the Tower Theatre Company, London’s largest non-professional theatre. I’ve spent my entire career working in international and organisational development. In that time, our work has become increasingly defined by complexity, ambiguity and change – I’d like to support Bond and its members to become even more resilient and effective as they continue to adapt to deliver critical services and support in the UK, Europe and around the world. Caroline Nursey I have served as chair of Bond since September and was vice chair for the previous two and a half years so I hope you will re-elect me to the board for a further term to finish what I have started. With a fairly new CEO and substantial turnover in the board at this AGM, I provide needed continuity and stability to Bond. Chairing Bond is time consuming and I am grateful to the trustees of BBC Media Action for agreeing that I can devote so much time to it for this period. As well as line managing the CEO, I meet the staff regularly with some of the other officers, help the management team prepare for board meetings, chair officers meetings and board meetings and respond to a significant number of questions that arise between meetings. Most importantly, I have tried to build the board into a cohesive team that can work together to make important decisions and ensure that Bond is responsive to the interests of all its members and a robust organisation in its own right. Having worked for small, large (Oxfam) and now moderately sized (BBC Media Action) NGOs, I understand the varying needs of each and how important it is that Bond continues to serve all. This is a critical time for the sector and I believe passionately that we must work together to rebuild support for international development within the British public, to recalibrate the relationship between NGOs and to help our organisations adapt and become as effective as possible. I have been a trustee of a number of organisations and a CEO for nearly 15 years altogether. I understand the governance responsibilities of trustees from a board perspective and as a CEO who has reported directly to trustees. I bring experience of managing people, managing finance, securing funding and delivering development, humanitarian and campaigning work in various organisations. I have good links with a range of donors and, where appropriate, have used them in support of Bond including joining staff for donor meetings. As CEO of an organisation that is largely dependent on institutional funding, I understand the challenges that this causes and have shared my experience both of securing significant funding and of managing uncertainty when such funding has been unsure. I am used to analysing complex financial information and to making decisions about risk appetite, management of reserves and coping with challenging business models, and although not an HR specialist, I have managed major restructuring operations as well as individuals and have tried to use those skills to support Bond. Page 2 of 12 Catherine David I am currently the Head of Innovation and Business Services at the Fairtrade Foundation, responsible for continuous improvement of our core business functions, and development of new and innovative business models. I’ve worked at Fairtrade for almost seven years in a variety of commercial and innovation roles in the Fairtrade system, globally and in the UK market. I’ve been responsible for developing and implement Fairtrade’s new business models, including leading the successful launch of our Fairtrade Sourcing Programmes approach globally in 2014, and more recently leading to completion our global ‘Offer to Business’ strategic workstream, a core pillar of Fairtrade’s global market development and impact strategy. My work has included extensive external engagement with corporate partners in the food retail and FMCG sectors, as well as working with a range of other NGO partners, associations (such as ISEAL), and DFID. I have also been responsible for leading complex stakeholder engagement processes in the Fairtrade system, including regular engagement with Fairtrade’s global Board, as well as the Boards and leadership teams of Fairtrade member organisations in origin and in market. I have guided and facilitated strategy conversations at that level, and presented to a wide range of audiences within and outside of Fairtrade. Previous to working at Fairtrade, I worked for the Co-op, joining them on their graduate leadership programme, and working in their supply chain team. I have a strong academic record, and constantly looking to learn and develop in all I do. Why Bond? My experience at Fairtrade has shown me both how important cross-sector collaboration in is in addressing the complex development challenges the world faces, as well as how hard achieving successful collaboration can be. I believe that Bond has a vital role to play in the international development sector in enabling better collaboration through its work with its members. The challenges facing Bond and its members in a word of rapid social, political, economic and technological change, are ones that we have had to face at Fairtrade and I am a strong believer in the role of innovative thinking and informed risk-taking in addressing these challenges, and moving positively and dynamically into the future that awaits us. Organisations like Bond must think strategically, and can play a crucial role in galvanising a sector, and providing the insight, analysis, ideas, and enabling environment to effect systemic change. I believe Bond can build on its successes to date to be an even more impactful agent for change, and would love the opportunity to contribute to that success. What I would bring to Bond I believe my experience of developing strategic partnerships with businesses means that I could provide useful input into Bond’s thinking about its evolving member/ associate/ sponsorship model – I’d be keen to support Bond’s thinking on how it works with the range of stakeholders in its operating environment, and help Bond explore the different potential options. My experience of business model innovation, and familiarity with the tools and cultural dynamics required to introduce change effectively, would I think be useful to the Bond Board, as the organisation considers its long-term strategy and future financial sustainability.

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