Non-Executive Director — Mixed-Use Property Platform

Areas of board responsibility

Review phasing, infrastructure commitments, shared facilities and funding assumptions across uses. Test whether early proceeds are being relied upon to fund later obligations without adequate contingency. Scrutinise cost allocation and related-party arrangements so that one component’s reported return is not achieved by transferring costs elsewhere.

From development to operation

Challenge handover plans, service-charge structures and the long-term maintenance of shared assets. Examine how operator, occupier and purchaser expectations will be reconciled after completion. Seek clear accountability for interfaces that fall between development, asset management and operating teams.

Examine whether shared infrastructure and common facilities have a funded owner after development. A successful sale of one component can leave the remaining business responsible for costs that were previously spread across the scheme. The director should test cost allocation, service obligations and maintenance funding under different phasing or occupancy scenarios. Review the commercial consequences of delaying one use while proceeding with another, including access, guest experience and the ability to fulfil commitments already made to occupiers or purchasers.

Qualified candidates

Candidates should bring senior investment, development or board experience involving more than one property use. They need to understand development financing, infrastructure dependencies and the governance of shared assets. Evidence of managing or overseeing a difficult transition from construction to operation is especially useful.

What the board should gain

The director should improve visibility of cross-project dependencies and encourage capital decisions based on the full development lifecycle. Candidates should describe how they have identified a seemingly attractive phase whose economics depended on unfunded commitments elsewhere. The appointment is a governance role; day-to-day construction management and property sales remain executive responsibilities.