Independent Director — Hospitality Cash and Capital Discipline

Switzerland·Tourism, Hospitality & Entertainment·Aviation, travel and hospitality· Geneva·Posted 9 August 2026

Applications close 6 December 2026

Aviation, travel and hospitality organisation in Switzerland

The problem this seat exists to solve

Candidates should bring senior finance or board experience in hospitality or a closely related service environment, with direct understanding of cash cycles, property expenditure and operating performance. The seat requires someone who can challenge investment and financing assumptions while recognising the service and people consequences of financial decisions.

Examine cash across the operating cycle

The director will help the board assess whether earnings, cash and capital commitments tell a consistent story. Review seasonality, customer deposits, supplier obligations and expenditure needed to maintain service quality. Ask management to distinguish cash improvement generated by operations from movements caused by delayed payments or deferred essential work.

Challenge liquidity forecasts under changes in occupancy, customer mix or payment timing. Where available cash is held across entities or properties, require clarity on practical restrictions and local operating needs before it is treated as freely transferable.

Judge capital requests through service outcomes

Review refurbishment, expansion and systems proposals for their full economic consequences. Assess downtime, disruption, working capital and the capability needed to realise projected benefits. A proposal should explain what happens if demand or completion timing differs from plan, and which decisions can be staged rather than committed immediately.

The director should also examine post-investment performance. Management needs to explain whether a result reflects execution, market conditions or an incorrect assumption, and what action follows. The board should not accept a succession of revised forecasts that makes the original investment logic impossible to evaluate.

Governance expectations

This is an independent director appointment with collective responsibility. The role does not confer authority over property operations, treasury transactions or procurement. Any committee responsibilities will be defined as part of the appointment.

Strong candidates can provide examples of balancing financial discipline with service continuity and longer-term asset quality. Their contribution should produce clearer capital choices, realistic cash planning and a board that understands the consequences of both spending and deferral. Independence, availability and conflicts involving owners, operators, lenders or suppliers must be assessed before appointment and kept under review throughout the director's service.

Terms

Where the board sits: Geneva, Switzerland
Applications close: 6 December 2026
Appointment: Board appointment
Compensation: CHF 90,000–155,000 per year (indicative annual board fee)
Time commitment in this market: Typically 6–10 board meetings a year plus committees and a strategy retreat; SMI boards carry a heavier load than the headline count suggests.

Before you apply — Switzerland

No nationality test applies to a director. The company must be capable of being represented by someone domiciled in Switzerland, which an officer can satisfy — it does not have to be you or any other director.

Residency test: At least one person domiciled in Switzerland must have signing authority for the company (CO Art. 718(4)).
Nationality test: None.
Work authorisation: A non-executive director attending board meetings does not require a residence permit. Executive roles do, and non-EU/EFTA nationals face a quota system.
Tenure limit once appointed: No statutory cap. The Swiss Code of Best Practice asks boards to consider tenure in assessing independence and to disclose their reasoning.

The full Switzerland regime map

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GIDX-CH-01249 — Independent Director — Hospitality Cash and Capital Discipline

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