Non-Executive Director — Property Financing and Capital Structure
United Kingdom·Property & Real Estate·Hospitality and property investment· London·Posted 18 September 2026
Applications close 7 November 2026
Hospitality and property investment organisation in United Kingdom
The problem this seat exists to solve
This board role focuses on the interaction between property economics and capital structure. The director should challenge whether financing terms preserve the ability to operate, improve and realise assets under conditions less favourable than the acquisition case.
Board responsibilities
Review borrowing, refinancing, security and material guarantees. Ask whether debt service is supported by realistic cash flows after maintenance, capital works and other obligations. Examine restrictions that affect distributions, asset disposals or the movement of cash within the structure.
A valuation is not a liquidity plan
The board should distinguish assessed asset value from achievable proceeds and their timing. Require scenarios that show the effect of weaker income, delayed leasing or a less favourable refinancing market. Management's response must identify actions that can actually be taken within the required period, including their cost.
Candidate profile
Qualified candidates should bring senior property-finance, investment or board experience. They need to challenge financing advice in commercial terms while seeking specialist interpretation of material legal issues. Evidence of managing or overseeing an adverse refinancing situation is particularly relevant.
Capital decisions after financing closes
The director should ensure that the board understands continuing obligations and the indicators of emerging pressure. Review whether proposed capital works or distributions remain consistent with the financing plan. Avoid allowing contractual compliance to become the only measure of financial resilience.
What effective service looks like
Applicants should discuss a financing proposal that appeared attractive on price but imposed unacceptable operating constraints. The board should gain a clearer understanding of flexibility, downside exposure and the trade-offs embedded in each proposal.
The appointment does not make the director the financing arranger or a source of capital. It requires independent oversight through the board's authority, with management responsible for negotiations, calculations and implementation. Decisions should remain supportable at the relevant entity, even where the wider investment group favours a different outcome.
Terms
- Where the board sits
- London, United Kingdom
- Applications close
- 7 November 2026
- Appointment
- Board appointment
- Compensation
- GBP 65,000–110,000 per year (indicative annual board fee)
- Time commitment in this market
- Typically 6–9 board meetings a year plus committee cycles and a strategy day; audit-committee chairs should expect materially more.
Before you apply — United Kingdom
Neither the Companies Act 2006 nor the Code imposes any residency or nationality test on a director. A foreign national can be appointed to a UK board without a permit, a filing exemption or a local counterpart.
- Residency test
- None.
- Nationality test
- None.
- Work authorisation
- A non-executive director attending board meetings does not require a work visa; permitted business activities cover it. An executive or interim operating role requires a Skilled Worker visa or equivalent.
- Tenure limit once appointed
- No hard cap. Provision 10 treats service of more than nine years from first appointment as a circumstance that may impair independence, and Provision 19 limits the chair's total tenure to nine years with limited flexibility.
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