Non-Executive Director — Finance Leadership and Succession
United Arab Emirates·Business Services & Diversified·Corporate finance and capital structure· Dubai·Posted 26 August 2026
Applications close 10 December 2026
Corporate finance and capital structure organisation in United Arab Emirates
The problem this seat exists to solve
This director will help the board assess whether the finance function has the leadership, capability and resilience required by the organisation's plans. The focus extends beyond the credentials of a single executive. The board needs confidence that reporting, commercial analysis, treasury and control responsibilities have credible ownership and that critical knowledge is not concentrated in a few individuals.
A finance organisation capable of supporting the strategy
Through the board and relevant committee, examine finance succession, delegated authorities and the quality of management information. Challenge gaps between the demands of the strategy and available capability. Expansion, financing changes or acquisitions may require different expertise, but additional senior titles alone do not resolve unclear responsibilities or weak processes.
Evidence of finance leadership development
Candidates should bring group CFO, finance leadership or substantial board experience, including responsibility for building capable finance teams. They need a clear understanding of the distinction between governance and line management. Experience of succession during business change is particularly valuable, as is evidence of strengthening a finance function without making it dependent on one dominant leader.
How to exercise oversight
Review how finance leaders develop their teams, maintain professional judgement and escalate unwelcome information. Assess whether performance incentives encourage reliable forecasts or reward optimism followed by repeated revisions. Consider whether the finance function has sufficient standing to challenge commercial decisions while remaining accountable for useful, timely service to the business.
Support the board's evaluation of senior finance appointments and succession options. Any assessment should use evidence of relevant delivery, leadership and judgement rather than familiarity or presentation style. Where external support is proposed, examine its purpose, duration and the plan for retaining capability internally.
Board contribution without a parallel CFO
This is an independent director role. The appointed person will not conduct day-to-day supervision of finance staff or become a shadow CFO. Their contribution should be visible in a realistic capability plan, stronger succession coverage and board discussions that connect finance resources to strategic risk. The appointment will require sufficient time for preparation, committee participation and engagement with executives through agreed channels. Conflicts arising from advisory relationships, recruitment interests or other appointments must be disclosed and managed.
Terms
- Where the board sits
- Dubai, United Arab Emirates
- Applications close
- 10 December 2026
- Appointment
- Board appointment
- Compensation
- AED 220,000–380,000 per year (indicative annual board fee)
- Time commitment in this market
- PJSC boards typically meet at least six times a year with a general assembly cycle; DIFC and ADGM regulated boards meet quarterly with heavier committee work.
Before you apply — United Arab Emirates
Foreign nationals sit on UAE boards routinely, and the 2021 companies law removed the general Emirati-ownership requirement — but sector rules, Emiratisation expectations and the free-zone regulators' approval processes still shape who can be appointed where.
- Residency test
- No general residency requirement for a PJSC director, but some regulated and strategic sectors carry nationality or residency conditions, and free-zone regulated firms have their own residency expectations for certain controlled functions.
- Nationality test
- Certain strategic sectors retain Emirati ownership and board-composition conditions; check the sector before assuming the general position applies.
- Work authorisation
- A non-resident non-executive director attending board meetings travels on a visit visa. A resident director role, or any controlled function at a DIFC or ADGM firm, typically requires residency and a work permit.
- Tenure limit once appointed
- Board terms run for three years and are renewable. There is no absolute cap, but the SCA guide's independence criteria are applied at each renewal.
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