BSB Governance

Board of Directors

The Board of Directors is BSB’s senior governing body.

It is responsible for BSB’s overall direction. This includes setting our purpose, values and strategy, checking that plans are being carried out, and making sure BSB has the right resources, controls and oversight in place.

The Board is supported by other key bodies, especially the Finance and Audit Committee and the Academic Board, but it keeps overall responsibility for BSB’s governance, long-term sustainability and regulatory compliance.

The Board also oversees risk and internal control, including the Strategic Risk Register, to make sure important issues are identified, discussed and managed.

These arrangements reflect the expectations of the Office for Students and recognised governance codes used in higher education and corporate governance.

 

Board Members

Robert Wolstenholme

Chairman

Robert brings more than 25 years' experience in property, regeneration and business leadership. As Founder of Trilogy Real Estate, he has led the transformation of major developments across the UK, creating places where businesses, education providers and communities can grow together. As Chair of the Board, Robert works closely with BSB's leadership team to support its long-term strategy, governance and growth. His experience of building partnerships across the public and private sectors helps ensure BSB remains ambitious, financially sustainable and closely connected to the needs of employers and the communities it serves.

Craig Chettle MBE

CEO and Co-Founder

Craig co-founded BSB with a clear belief that higher education should be more accessible, more relevant and more closely connected to the world of work. As CEO, he leads the organisation's strategic direction, working with the Board, partners and stakeholders to shape its long-term growth and impact. With more than 30 years' experience in education, entrepreneurship and partnership building, Craig has spent his career creating opportunities for people through learning. He is passionate about building strong relationships with employers, communities and civic partners to ensure BSB delivers an education that helps students succeed in both their careers and their lives.

Andy Farrell

Non-Executive Director

Andy is an experienced non-executive director with a cross-sector portfolio. He chairs the Finance and Audit Committee at BSB, bringing independent scrutiny and strategic insight. His previous roles include Chief Financial Officer at the London School of Economics, where he led the financial strategy of the University.

Subcommittees of the Board

Finance and Audit Committee

The Finance and Audit Committee supports the Board by looking closely at finance, audit, risk and internal control.

It reviews financial reporting, budgets and forecasts, and advises the Board on financial controls, accounting matters, risk management and internal audit. This helps the Board make informed decisions and maintain proper oversight of BSB’s financial health and control environment. The Strategic Risk Register brings together the main risks that could affect BSB’s plans, financial sustainability or regulatory compliance. It is reviewed by the Finance and Audit Committee which reports to the Board.

Academic Board

Academic Board is BSB’s senior academic body. Under powers delegated by the Board, it oversees academic standards, course quality, academic regulations and key academic policies and procedures. Academic Board can set up sub-committees, boards, panels and working groups where these are needed to support its work. These include:

  • Course Committees, which monitor the quality and standards of the courses within their remit.
  • Assessment Boards, which confirm marks, progression and awards for BSB courses.

Governance and Operations

The Board of Directors and Academic Board review how well they are working each year. Their responsibilities, membership, quorum requirements and ways of working are set out in their terms of reference.

The Executive leads BSB’s day-to-day operations. Its responsibilities include:

  • Developing strategy and delivery plans for Board approval, and then putting them into practice
  • Developing the annual budget for Board approval and monitoring performance against it
  • Overseeing day-to-day operations and delivery of agreed priorities
  • Overseeing compliance with legal, regulatory and contractual requirements, and with BSB’s own policies and procedures
  • Delegating operational planning and implementation where this helps BSB work effectively
  • Monitoring the external environment through horizon scanning and scenario planning
  • Supporting delivery of the Risk Management Policy, including regular review of operational risk registers