Board Director — Industrial Customer Concentration and Strategic Accounts

A commercial governor who understands customer power

Applicants should demonstrate substantial enterprise or industrial technology sales leadership, including strategic account governance and difficult commercial negotiations. They need strong financial literacy and the ability to assess cash, margin and contractual exposure together. Experience of reducing dependency or navigating the loss of a major customer is especially relevant.

The successful candidate will be comfortable asking whether apparently successful growth has weakened the company's negotiating position. Prior board service is useful but not a substitute for independent judgement.

Dependence hidden behind account revenue

Challenge the visibility of concentration across customers, related buying groups, channels and end markets. Review material exposure to bespoke products, dedicated capacity, long payment terms and commitments tied to a customer's investment cycle. Ask what would happen if an important relationship reduced spending, changed procurement policy or delayed implementation.

Diversification as a strategic choice

Assess the balance between deepening strategic accounts and broadening the customer base. Examine whether incentives encourage commercial dependence or conceal deteriorating contract economics. Require clear escalation of material concessions and exceptions, particularly where sales ambitions conflict with delivery capacity or risk appetite.

The director will help the board evaluate plans to diversify without assuming that every new customer is economically equivalent. Acquisition costs, support complexity and product fit should be considered alongside revenue potential.

The board seat and its boundaries

This role suits a senior commercial executive who has managed complex industrial technology relationships and can now assess them at governance level. The director will examine the resilience of the business model without becoming involved in routine account decisions or customer negotiations.

The board should receive a clearer account of commercial concentration, credible contingency options and evidence-based diversification choices. The director will follow material risks through established governance processes and disclose conflicts with customer or competitor relationships. Appointment-specific eligibility will apply. Success is informed stewardship of the revenue base, including recognition of relationships that require strategic attention before a contract renewal or procurement decision forces the issue.