Carl Davies

NED for True Global, the disrupters who are reimagining business through innovation & investment. Key accountabilities include, assessment of acquisitions, contribute to setting company strategy, including defining goals, setting targets and evaluating progress. Working & enabling the CEO to fulfil their potential & maximise commercial value for the organisation.

The headlines: 6 years leading PEE, 6 years of record profits. If navigating through Covid whilst setting up a post Brexit operation has been the biggest achievement, the most satisfying has been in 2025, a breakout year of record profits whilst continuing to invest in the infrastructure of the organisation for future growth. My approach to leadership is rooted in breaking down silos and modernising the backbone of the business. Key pillars of the Perry Ellis Europe transformation include: • Supply Chain Modernisation: Replaced traditional, rigid warehousing with a sophisticated, bonded 3PL model. By establishing a strategic European network, we’ve maximized duty efficiency and created a lean, responsive logistics engine. • Operational Agility: Executed a rigorous inventory reduction strategy that freed up working capital while transitioning the business from a siloed brand structure to a high-performance, multi-channel organisation. • Culture-First Growth: I believe a business is only as strong as its environment. I oversaw the opening of two new office hubs designed to foster collaboration, improve staff well-being, and instill a "growth-first" mindset across our teams. • Customer-Centricity: Moved the organisation beyond "selling products" to solving customer needs, ensuring every touchpoint in our multi-brand portfolio adds value to the end user. I am a firm believer that "the way it's always been done" is the biggest hurdle to success. I’m passionate about building resilient teams that embrace change, challenge the status quo, and deliver sustainable growth even in the most challenging economic climates.

A Board Member of the Made in South London Campaign, raising essential funds to give an opportunity to those who most need it south of the Thames.

Investor & Board Director of Urban Rajah, an exciting young business bringing excitement & innovation to the food categories.

A member of the Pentland Brands Executive. A duel role, responsible for the Speedo, Canterbury & Mitre brands globally including the P&L as well as the go to market models for all of our brands across the Footwear Division & Active Division in the UK, EMEA & Americas. At retail sales, the value is in excess of £1Billion & growing 3x the category in 2019. 12 direct reports: 2 Brand Directors, 1 Sport Marketing Director, 6 Market / Regional Directors, 1 Sales & Planning Director, 1 HR & 1 Finance Leader.

A member of the Pentland Brands Executive responsible for defining, designing and leading a team to deliver our global commercial strategy. A global role, responsible for the Sales & Marketing in our subsidiaries & distributors across both our Footwear Division with brands such as Lacoste, Ted Baker, Ellesse & Kickers and our Active Division with Speedo, Canterbury, Mitre & Berghaus. Led transformation of our GTM model from 12 stand-alone operations into one Pentland model creating significant efficiency and improving our ability to work with our customers. Led the formation of the multi-functional Pentland Brands Strategic Customer Team, delivering significant growth ahead of the category & profit.

Managing Director for Mitre with a remit to lead an Executive team to step change performance of Mitre & Prostar and deliver a clear role for Mitre to play in the Pentland Brands portfolio. Mitre is the world's oldest sports company, present in every region in the world with retail sales in excess of £125m. I led a team that delivered transformational turnaround within 12 months of Mitre both from a profit & a sales perspective. Mitre now has a clear role within the Pentland Brands portfolio and still continues to deliver sustainable growth.

My first role at Pentland Brands with a remit to modernise how we take Speedo to market across the globe. Responsible for sales & in-country marketing including country P&L's as well as a proactive role on the Speedo Executive which delivered record sales & profit.

Arguably the world's best consumer goods company with brands such as Gillette, Pampers, Olay, Ariel and many more. Recognised at P&G as high potential, promoted to Level 5 (Director now VP) in 2006. I undertook a number of leadership roles across sales, marketing & MS&P both in operational roles within the UK & strategic roles in Geneva. A member of the UK Management Committee. Directly accountable for a business in excess of $2B and led teams ranging in size from 30 to 850.

Broad development programme alongside 12 current & future CEO's from all sectors which ran throughout a year. The programme provided me with the theory, core skill development & project based work to effectively lead change across any organisation.

A series or courses building the core skills of trust leadership, communication & strategic decision making as enablers to leading purpose led organisations.