Non-Executive Director — Hotel Asset Reinvestment
France·Property & Real Estate·Hospitality and property investment· Paris·Posted 3 September 2026
Applications close 20 November 2026
Hospitality and property investment organisation in France
The problem this seat exists to solve
The director will oversee reinvestment and asset performance in hospitality ownership. The seat requires a clear distinction between operating profit, available owner cash and expenditure necessary to preserve the property's earning capacity.
Asset reinvestment through the ownership lifecycle
Challenge capital plans, refurbishment proposals and the consequences of deferral. Examine whether budgets include the full cost of disruption, temporary closure or lost trading. Review how management distinguishes maintenance, repositioning and expansion, since each creates a different investment question.
Connect the operator proposal to investment economics
Ask how the owner obtains reliable information when the operator controls daily performance data. Review incentive arrangements and the approval process for capital requests. A specification preferred by an operator may not generate an adequate owner return; an owner's desire to defer cost may undermine the service proposition.
For a major improvement, connect the proposed works to a supportable change in demand, pricing or operating efficiency. Identify the time needed for the benefit to stabilise and the evidence that would show the thesis is failing. Compare investment with holding the current position or considering disposal, using prospective cash flows rather than sunk expenditure.
Experience and board contribution
Candidates should have ownership-side hospitality, property investment or board experience. They need to interpret operating statements, asset plans and financing constraints together. Experience of a refurbishment that departed from plan is especially useful because it tests judgement beyond the original investment case.
The board should gain a clearer account of sustainable cash and the consequences of capital choices. Applicants should explain how they challenged a proposed reinvestment or deferral while maintaining a productive relationship with the operating team.
This is a non-executive role. Management retains hotel operation and project execution. The director's responsibility is to improve the quality of approval, oversight and subsequent review, with conflicts and specialist technical matters addressed through the appropriate governance processes.
Terms
- Where the board sits
- Paris, France
- Applications close
- 20 November 2026
- Appointment
- Board appointment
- Compensation
- EUR 55,000–90,000 per year (indicative annual board fee)
- Time commitment in this market
- Typically 6–10 board meetings a year plus committee cycles and a strategy seminar; audit committees at CAC 40 issuers meet considerably more often.
Before you apply — France
No nationality or residency test applies to a director of a French société anonyme. The constraint on a French board is its composition arithmetic, not your passport.
- Residency test
- None.
- Nationality test
- None.
- Work authorisation
- A non-executive director attending board meetings requires no work authorisation. An executive seat — directeur général or a directoire seat — held by a non-EU national raises residence-permit questions and should be checked before acceptance.
- Tenure limit once appointed
- Twelve years. Under the AFEP-MEDEF Code a director loses independent status on passing twelve years' service, and the board must state the position each year.
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