Our People

Henslowe Irving was founded by Miles Gregory in 2012, and draws on a professional network of colleagues and leading arts contemporaries for specialist advice and to complement our in-house skills and experience.

Miles Gregory, Principal Consultant

Miles has over fifteen years’ experience in leading and advising cultural organisations. He was the Chief Executive & Artistic Director of The Maltings Theatre & Cinema in Berwick-upon-Tweed between 2008 – 2011, leading a transformation of the theatre’s operations, governance, programming and marketing that doubled ticket sales, increased earned income by 179% and established The Maltings as the UK’s leading mid-scale presenting house. In 2011 the theatre was awarded a 316% increase in annual funding by Arts Council England – the fourth highest percentage increase in the UK.

He has leadership experience with a number of internationally-acclaimed arts organisations, including three years as Artistic Director of the Bristol Shakespeare Festival and as a Regional Producer for the Globe Theatre, London. Prior to this he directed and produced some twenty-four professional productions of Shakespeare with the British Touring Shakespeare Company.

In the course of his career he has worked closely with a wide range of arts and culture organisations including Arts Council England, The Theatre Royal Newcastle, The Globe Theatre London, Northumberland County Council, the Berwick Film & Media Arts Festival, The National Theatre of Scotland, Headlong, the Royal Shakespeare Company, The Fitzrovia Radio Hour, Filter and Punchdrunk.

He is a visiting lecturer on the MA Arts Management course at Whitecliffe College, Auckland, and at the Royal Central School of Speech and Drama, University of London, and holds a PhD in contemporary Shakespearean performance & paradigm change theory from the University of Bristol, a Master of Fine Art in Staging Shakespeare from the University of Exeter, and a BA in History from University College, Durham University. He regularly contributes to national and international conferences, seminars and publications and is a member of the Royal Society of New Zealand.

Andrew Ormston, Associate Consultant

Andrew Ormston is the founder and director of Drew Wylie Ltd.  He is a senior creative manager and consultant with extensive experience in project development / delivery across the cultural and creative industries.  Andrew is currently a Cultural Expert for the Education, Audiovisual & Culture Executive Agency of the European Union,  Policy Expert for the Compendium cultural policy framework of the Council of Europe,  Associate Consultant with Action Planning, co-founder of Sustainable Community Energy  Network,  Associate Director for Berwick Film & Media Arts Festival,  and guest lecturer at University of Edinburgh.  He holds a MSc in geo-sciences from Edinburgh University and is Prince II project management trained.  Andrew regularly contributes to national and international conferences, seminars and publications.

Prior to founding Drew Wylie Ltd, Andrew led the cultural consulting arm of RGA Consulting, developing the business and providing consultancy expertise in strategic, feasibility and business planning projects across the creative, tourism and heritage sectors.  His senior management positions included directing Culture for the City of Birmingham, where he established the city’s first screen agency, FILMBirmingham and directed Urban Fusion, the Capital of Culture legacy programme.  His operational experience includes directing and managing a range of festivals, theatres, arts centres, concert halls, public art and arts development programmes.  Andrew’s roles have take him from Edinburgh to the Thames Valley, London and the West Midlands.

He is a member of the Institute of Consulting and is currently a board member of Peter Potter Gallery and ASCUS arts science collaborative.  Previous board memberships include: Dance City; South Hill Park Arts Centre; Central London Sports & Physical Activity Partnership; and the Arts Marketing Company.

Maurice Ward, Associate Consultant

Maurice Ward, Associate Consultant, Henslowe Irving LtdMaurice has over 35 years’ experience of leading in both small and large private and public sector organisations. He is currently Chair of the Maltings (Berwick) Trust which manages The Maltings Theatre & Cinema and Berwick Visual Arts in the UK town of Berwick-upon-Tweed.

He set up a company in Information Technology in its early days in the mid 1970s. This grew to a successful organisation and was eventually taken over by a large IT corporation in the late 1980s. He then joined the National Health Service as Information Director for a Healthcare Trust. After gaining several national projects and successfully delivering these he was seconded to the Department of Health where he led project management in IT being responsible for 300 project managers, directors and staff. A part of this role was chairing a substantial project with a budget of £80 million. His last role was as Head of Organisational Development for the NHS Information Authority. During the time he held a post as Honorary Senior Lecturer in Medical Informatics at Warwick University.

In a voluntary capacity, over 25 years, Maurice also chaired and led several working groups for Amnesty International United Kingdom, and with others set up a training scheme which became an international activity. He was invited to join the AIUK Board to lead a programme of organisational development and the creation of its first five year strategic plan. During this time he also visited Poland on several occasions to advise on the initiation and development of Amnesty in Poland, in particular its structure and Board.

Maurice holds a first degree in Economics and a double master’s degree of science in Managerial Economics and Financial Management. His interest in human behaviour and its management implications led to studying psychology and gaining qualifications to use psychometric and personality profiling instruments.

Maurice has wide experience of starting and rejuvenating organisations both large- and medium-sized in the private, public and voluntary sectors. One current interest is the observation that whilst most management theory is based upon the “politically correct” view of human beings as “good”, and that if supported they will perform well, qualified managers then implement systems which inherently, or in their implementation,  imply the opposite, and have a tendency to dis-empower. His view is that there is a healthy middle course between the needs of the organisation and those operating within it.