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Countrywide appoints HR specialist to its main board as branch closures rumoured

Lisa Charles-Jones has experience at several property companies including LSL's Your Move and Reeds Rains estate agency brands.

Nigel Lewis

countrywide

Countrywide has appointed the former Human Resources boss of estate agency LSL to its board as a non-executive director, replacing outgoing board non-exec Jane Lighting.

Lisa Charles-Jones (pictured, above) is to join the top table of the company at the end of June subject to FCA approval and will work on its Remuneration Committee, but her experience will come in handy as the company proceeds with a rumoured programme of both branch closures and redundancies.

She has considerable experience of estate agency. As well as having helped run Reeds Rains and Your Move for LSL as its Group HR Director for ten years, she is also a director of Evoca Estate Management in Newcastle and Kingston Properties Services.

Both specialise in leasehold block management in the North of England.

Non-exec specialist

She is also a professional ‘non-exec’ and is on the board of several other companies including social landlord specialist the Bernicia Group and transport data firm Tracsis.

Charles-Jones is a member of the Chartered Institute of Personnel and Development and holds an MBA from the University of Durham.

Peter Long, Countrywide, image“I am delighted to welcome Lisa to the Board of Countrywide plc,” says Peter Long, Countrywide’s Executive Chairman (left).

“Lisa brings valuable experience within the property sector and will be the Non-Executive Director Employee Engagement Lead within the Countrywide plc Board”.

At the same time Jane Lighting, who has been on its board for five years, is to retire.

“The Board of Countrywide wishes to thank Jane for her dedicated service to the Board and its committees,” says Long. “The whole Board wishes Jane well for the future”.

Read more about Countrywide.

June 12, 2019

One comment

  1. First a wave of IT personnel redundancies, then branch closures, now sales progression personnel, very soon even the top executives in their ivory tower will feel the reality that making multi million pound losses is a really stupid idea and decide to exit or be helped on their way.

    If you look at the composition of the board and their lack of industry knowledge, or the sound bites that have been coming out since the departure of Platt from supposedly experienced directors – it is clear that this slow motion car crash could have been minimised 6-months ago.

    A one off – closure of non-profit making offices (a big list) the sale of some of the assets (a smaller list) a one off programme of redundancies – with perhaps franchises being offered to the brave who could make marginal offices profitable if not constrained by ingrained and out dated practices.

    Countrywide – the clue is in the name – maybe it should be less of huge flabby loss making empire sprawling across the country – and cut itself down to size – and become a lean keen selling machine.

    Another major problem it has, is that CW is top heavy with many middle aged and older personnel – I am not being ageist I am 56, but young blood often helps, because in 10 years – the usual cycle of a successful business these people become the mature advocates whose core values carry companies into profitable times.

    In the mid 1980’s when agency exploded in the UK with banks and building societies buying up small independent agents to sell their financial wares, lots of 20 something estate agents joined the industry, and their work, motivation etc powered the movement. Many of these people are now in high places, but estate agency has changed and CW is a classic example of a business being run as though we were back 35 years ago.

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