Board Director — Industrial Technology Customer Value and Renewal
Austria·Technology & Digital Platforms·Industrial technology· Vienna·Posted 24 July 2026
Applications close 15 November 2026
Industrial technology organisation in Austria
The problem this seat exists to solve
This director will help the board evaluate whether industrial technology customers realise enough value to sustain long-term commercial relationships. The focus is on the connection between sales promises, implementation, actual use and renewal economics, particularly where reported recurring revenue can obscure weak adoption or costly support requirements.
The renewal case begins with realised value
Challenge how management defines customer value and measures whether it has been achieved. Examine the reliability of renewal forecasts, the treatment of discounts and concessions, and the distinction between retained customers and economically healthy relationships. Ask whether implementation delays or unused functionality indicate a deeper product or commercial problem.
Accountability across the customer journey
Review the governance of commitments made during sales and their handover into delivery. Assess whether accountability for outcomes is fragmented across teams, leaving no one responsible for resolving gaps between what was promised and what can be used. Encourage reporting that identifies recurring causes of dissatisfaction without reducing complex industrial relationships to a single survey score.
Evaluate investment in adoption
The director will also scrutinise investment in onboarding, training and service capability. Such expenditure should be evaluated for its effect on durable customer economics, rather than treated automatically as overhead or justified by retention claims that cannot be evidenced.
Candidates should have senior responsibility for enterprise or industrial technology commercial performance, including renewals, installed-base growth or customer lifecycle management. They need experience connecting customer outcomes with product and delivery decisions. Strong financial literacy and an ability to assess the economics of support are essential.
Evidence and responsibilities of the director
Applicants should describe a case in which customer evidence changed the commercial strategy, including difficult decisions about products, terms or delivery capability. Constructive independence and clear board communication are required.
The seat requires enterprise commercial experience and the ability to work across product, service and financial perspectives. It is a non-executive appointment with wider board responsibilities, not a customer-success management position.
The director will support better strategic oversight of customer value and recurring revenue quality, follow material concerns through board processes and disclose conflicts. Appointment-specific eligibility will apply. Management remains responsible for customer interventions and service delivery. Success is a board that can judge whether retention rests on real value and whether the organisation is investing appropriately to sustain it.
Terms
- Where the board sits
- Vienna, Austria
- Applications close
- 15 November 2026
- Appointment
- Board appointment
- Compensation
- EUR 50,000–85,000 per year (indicative annual board fee)
- Time commitment in this market
- Typically 4–6 supervisory board meetings a year plus committees.
Before you apply — Austria
No nationality or residency test applies to a supervisory board member. Language and the works-council relationship are the practical constraints, not the law.
- Residency test
- None.
- Nationality test
- None.
- Work authorisation
- A supervisory board member attending meetings requires no permit. A Vorstand appointment for a non-EU national does, under the Red-White-Red Card regime.
- Tenure limit once appointed
- No fixed cap. The Code requires each supervisory board member to declare independence annually against published criteria, with long service among the factors considered.
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