Founder and CEO
Doug spent his formative career at Ford Motor Company in a number of sales and service roles, followed by a move to a start-up IT company and eventually setting up his own business retailing Volkswagens and Audis as a franchised dealer.
Having sold the motor business at the turn of the millennium, Doug found himself in the fortunate position to choose what to do next. The blueprint for his venture was an ethically sound business model that contributed to the wider issues of life through commerce.
The newly deregulated electricity market offered this opportunity and so Green Energy (UK) plc was born with the express intent of rewarding consumers who took active steps to do something about the wider environmental issues we face. Whilst the business has evolved, these values have remained.
Tim started his career in insurance and moved through a diverse range of businesses holding both FD and Commercial Director roles. On gaining an MBA during this time, Tim spent time working around the globe with Gildemeister AG. He started as CFO with European responsibilities, then moved on to work and live in the US moving from CFO to President of the sales and service business - this quickly followed with a move to Asia as CEO.
Having returned to live in the UK in 2005 he has strived to bring a diversity of interests into his life. Green Energy UK fulfils this with a challenging business model, dynamic marketplace and a very interesting share ownership structure.
Charlie Crossley Cooke
Charlie has a long track record in the energy Industry most recently at Opus Energy which he founded in 2002 and was Chief Executive until the successful sale of the business in early 2017.
Charlie is also a Trustee of the Heaton-Ellis Trust, a charity striving to find a cure for Motor Neurone Disease. He has been a non-executive Director since October 2014 and became chairman in October 2017.
Non Executive Director
Louise has enjoyed a lengthy career within the energy sector, spending fifteen years in senior exec roles at renewable energy supplier Opus Energy.
Prior to this, Louise worked in energy trading and risk management positions at British Gas, Total Gas and Power, and London Electricity. Louise is also founder and CEO of literary publishing house Fairlight Books.
The directors take their duties and responsibilities for managing the company seriously. In addition to the corporate governance principles adopted as outlined in the Directors' report of these financial statements the directors have applied the requirements of section 172.
In considering the likely long-term consequences of any strategic decisions they make, the directors recognise their understanding of the business and the evolving environment in which the company operates is critical.
Through their day to day involvement in the business, the directors are able to keep pace with the changes and challenges faced and can ensure this is incorporated into their strategic plans.
By providing a safe and secure working environment for employees, contractors and local stakeholders, the directors are mindful that the company's employees are fundamental and core to the business and delivery of the Board's strategic plans. The success of the business depends on attracting, retaining and motivating employees. Delivering the strategy also requires good relationships with suppliers, customers, governments and local communities and the directors work continuously to achieve this.
In order to maintain the company's reputation for high standards of business conduct the directors review and approve clear plans, policies and frameworks periodically, such as Code of Conduct and specific ethics and compliance directives so they can ensure that those high standards are maintained across all relationships, internally and externally. This is complemented by the way the directors monitor ongoing changes with governance standards and adapt the company's policies and procedures to reflect those that are relevant to the size of the business.
Finally, the directors recognise their role is key through not just their words but their own actions in ensuring the desired culture is embedded in the values, attitudes and behaviours the company demonstrates through its external activities and stakeholder relationships.
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