Non-Executive Director — Investment Concentration and Exit Readiness

Concentration judgement and relevant experience

Candidates should have owner-investor, portfolio-governance or senior transaction experience with accountability beyond deal completion. They need to understand asset operations, financing and the incentives of different stakeholders. Experience preparing an investment for exit without assuming a transaction must occur is especially relevant.

Govern common exposure and exit preparedness

Review the investment thesis across holdings and identify shared dependencies. Examine capital commitments and liquidity needs under adverse conditions. Ask whether the portfolio could fund several underperforming investments at once without relying on immediate asset sales.

Assess the quality of information, governance and contractual arrangements that a prospective buyer or financing party would need. Identify issues that can be addressed before a transaction timetable creates pressure. The board should understand the cost of becoming ready and the consequences of leaving deficiencies unresolved.

Assess the forward choice within a non-executive office

Require management to explain the expected return from retaining an asset, the investment still needed and the realistic proceeds from sale. Avoid allowing the original acquisition price or an investor's preferred timetable to substitute for current analysis. Where uncertainty is material, show what evidence would improve the decision.

The board should gain clearer choices about concentration, reinvestment and realisation. Applicants should discuss an instance where an apparently diversified portfolio shared a significant hidden dependency.

This appointment is non-executive and does not carry a transaction-sourcing or fundraising target. The director should work through the governing body's authority, disclose conflicts and support a decision process that can recommend holding, investing or selling on the evidence rather than on a predetermined outcome.