What does it really mean to be a trustee?
Brian Waring, an Executive Director at Card Factory PLC, who also leads our board of trustees, shares his personal journey – from the inspiration behind taking on the role, to the challenges and responsibilities it brings. He reflects on the importance of values, the impact of the cardfactory Foundation, and the immense pride that comes from helping create real change in people’s lives.
“I’ve been very lucky in life, and I think that comes with a responsibility to give something back.”
I’m originally from Ireland, but I moved to London back in 1989. It feels like about three minutes ago, but it’s been over three decades now. I came here to build a career and a life, and I’ve been in London ever since.
When I think about what’s shaped me, a lot of it comes down to how lucky I’ve been. I had a great upbringing, incredibly supportive parents, and a good education. Not everyone gets that start in life, and I’ve always been very aware of that.
That’s really where my motivation comes from – the desire to make a difference, particularly for young people. If you’ve had opportunities, I think there’s a responsibility to help create them for others too.
“Impact isn’t measured by the size of the grant – it’s measured by the difference it makes to one life.”
Throughout my career, that belief has shown up in different ways. When I worked for Starbucks, I led a partnership with what was then The Prince’s Trust. We created programmes to support young people who weren’t in education, employment or training, like helping them with CVs, interview skills, and just getting them ready for the world of work.
It wasn’t just about funding; it was about giving people practical support and confidence.
We also worked with coffee-growing communities in Kenya, which was an incredible experience.
Later, when I worked at Virgin Active, we launched initiatives to help young people get active. Across all of these roles, one thing has always been consistent for me: businesses have a responsibility to give something back.
“The ‘how’ is just as important as the ‘what’ – that really resonates with me.”
I’ve always been quite intentional about where I work. Starbucks, Virgin, cardfactory – they all share a strong sense of values and culture.
For me, it’s not just about what an organisation achieves, but how it achieves it. You can hit every target going, but if you’ve done it in the wrong way, that’s not success. That idea, that the “how” matters just as much as the “what”, has always really stuck with me.
It applies just as much at an individual level as it does at an organisational one.
“I wasn’t an expert in foundations, so I went out and found someone who was.”
When I got involved with the cardfactory Foundation, it started quite simply. I was asked to take a look at it, and then I was asked to chair it. That’s really where the journey began.
One of the first things I recognised was that, while I had a lot of business experience, I wasn’t an expert in running a foundation, so I brought in someone who was.
That was a turning point. We carried out a full strategic review, looking at governance, communications, direction, and built a clear plan for what the Foundation could become. From there, it’s been about making the right decisions, bringing in the right people, and staying focused on impact.
“The progress we’ve made… there’s no comparison. It’s light years.”
The Foundation today is completely different from the one I first joined, and I say that with huge respect for the past, but the progress we’ve made, particularly in the last couple of years, has been extraordinary.
A big part of that has been about people. Bringing in the right expertise, building a strong board with diverse skills, and making key hires. One of the best decisions we made was appointing Pushpinder Gill, Head of the Foundation – the impact she’s made has been phenomenal. When you get the right people in place, everything accelerates.
“Sometimes the biggest challenge is just remembering which hat you’re wearing.”
Being a trustee comes with its own challenges. One of the biggest, for me, is balancing roles.
I work within cardfactory, but I’m also Chair of the Foundation – and they are two completely separate legal entities, so I have to be very clear about which “hat” I’m wearing at any given time.
When I’m in a Foundation meeting, my responsibility is entirely to the charity – its purpose, its governance, its impact. That requires a different perspective, and a conscious effort to separate the two roles.
It’s not a negative challenge, but it’s something you have to stay very mindful of.
“Having been there before means you can see the right path more clearly.”
One of the things I bring to the role is experience. I’ve spent decades working in business, sitting on boards, making decisions, and that helps when it comes to guiding the Foundation.
A lot of it is about judgement. Offering perspective, asking the right questions, and sometimes saying, “Have we thought about doing it this way instead?” As a trustee, you’re not there to run the charity day-to-day, but you are there to help steer it and to make sure the decisions being made are the right ones.
“Seeing the impact – that’s the most rewarding part. Without question.”
The biggest reward of being a trustee is the impact.
Hearing the stories, seeing the difference being made in people’s lives, that’s what it’s all about. Whether it’s a large partnership or a small local project, you can see the real, tangible outcomes of what you’re doing.
It’s also been a huge learning experience for me. I’ve learned a lot about the charity sector, about foundations, and about leadership in a different context.
But more than anything, it’s that sense of pride. I genuinely feel immensely proud of what we’ve achieved and the difference we’re making.
“In a world where there’s a lot of bad, I’m constantly inspired by people doing good.”
I have a huge amount of admiration, not just for large charities like Macmillan, but for the thousands of smaller organisations out there.
The ones working in local communities, often with very limited resources, driven purely by passion and commitment. Whether it’s supporting young people, helping those with disabilities, or animal welfare – there are so many people doing incredible work. I follow some of these organisations online, and I’m constantly blown away by what they achieve.
It’s easy to focus on the negatives in the world, but actually, there’s so much good happening, and that’s what gives me real hope for the future.
“At the end of the day, it’s about making a difference – and telling those stories.”
If there’s one thing that ties everything together, it’s impact.
Making a difference, however big or small, and then making sure those stories are told – because storytelling is such an important part of what we do. It helps build awareness, encourages others to get involved, and ultimately allows us to reach and support more people.
And for me, that’s what it’s all about.
