A CPD-assessed course for directors of small and medium regulated firms. Becoming a director changes your legal position, and most people are never told how: duties that are personal and owed to the company, decisions judged on how they were reached, and the shift that happens when the money runs short.
CPD assessed. Every pass issues a certificate carrying the CPD mark.None of it makes being a director dangerous. It makes it a job with a standard attached, and the standard is mostly about how you behave in the room.
They attach to each director individually. There is no collective version a majority can carry on your behalf.
Not to the shareholders, not to the group, not to whoever put you on the board. If those interests part company with the company's, the company wins.
“The owners told us to” is one of the most reliable ways to end up personally liable.
Built on the general duties that bind every director in the country, not on governance codes written for listed companies.
Three things that surprise first-time directors, and the general duties in full, including the two most often missed: not accepting benefits from third parties, and declaring an interest in an arrangement the company has already entered into.
Deciding on what you were given, being held to what you actually know, delegation and the supervision that cannot be delegated, and risk at a size that fits. Includes a filmed scenario.
Why minutes are evidence and not admin, declaring conflicts early and in the room, and what to do when a co-director is doing something you disagree with.
Why in a regulated firm clients are not just another stakeholder group, why culture is a board output, and where company law duties and regulatory duties pull apart.
What the board is answerable for, including your own Companies House identity check, and why you cannot supervise what you never look at.
How the duty shifts towards creditors before the company fails, three consequences that can follow and how they differ, what actually protects a board that decides to trade on, disqualification, what insurance does not do, and what resigning does not end.
What to take away and three things worth doing this month, followed by the test and the certificate.
How a decision was reached is what gets examined, not whether it worked. By the end, a director can:
A short film, shot for Fundsure with the same cast across the catalogue, puts the learner beside a director whose board paper arrived at ten the night before with the funding position missing, while the rest of the board is ready to approve now and check the funding afterwards. The learner decides what he should do, and why getting the facts established at the board, and on the record, comes before any decision.
Checked against the Companies Act, the case law and the regulators. Last checked Sept 2026.
Mandatory for new appointments since 18-Nov-25, with the transition for existing directors and people with significant control closing in November 2026. Not verifying is an offence.
Once insolvency is probable, directors must weigh creditors' interests, and they become paramount where insolvent liquidation is inevitable (BTI v Sequana, 2022). The directors must know or ought to know (Hunt v Singh, 2023).
Re BHS (2024) found directors liable for trading on once insolvency was probable, earlier than wrongful trading bites, and set out what a defence looks like: advice on complete information and a recorded decision that considered creditors.
The Insolvency Service reported over a thousand disqualifications in its last reporting year, many for misuse of pandemic support and phoenix behaviour, and is targeting cases with data.
The 2026 SM&CR reforms reduced paperwork, not accountability, and the conduct rule on serious bullying, harassment and violence reaches board behaviour from 01-Sept-26.
Built on the general duties that bind every director, not on the UK Corporate Governance Code, which larger listed companies report against on a comply-or-explain basis.
A director of a regulated firm owes the company law duties every director owes, and sits under the regulator’s expectations of a senior manager as well. The two mostly point the same way, and the course is clear about where they pull apart.
In the Fundsure Portal the course is scheduled for the board, chased before the deadline, and every sitting and certificate is kept and carried into the compliance officer’s report to the board.
Companies House ID verificationBoard of Directors plus SMCR, Compliance Officers, AIFMD and IFPR and the rest of the catalogue of 20, with no per-course fees.
Senior managers, the duty of responsibility and fitness and propriety.
See the courseRunning the compliance function, and the board MI that comes from it.
See the courseOwn funds, liquidity, the ICARA and wind-down planning.
See the courseThe individual and senior manager conduct rules.
See the courseWe will send you a link to take the whole course, filmed scenario and test included, or walk you through the portal with a demonstration firm.
