Independent Director for Resource Acquisitions and Capital Allocation
United Kingdom·Mining & Metals·Metals and mining growth platforms· London·Posted 27 August 2026
Applications close 21 December 2026
Metals and mining growth platforms
The problem this seat exists to solve
A metals company is evaluating acquisitions alongside development of its existing portfolio. The board needs a director who can connect transaction economics, financing capacity and financial reporting consequences, helping management avoid growth that weakens the balance sheet.
Questions to bring to every proposal
1. Challenge acquisition valuations, commodity assumptions and funding structures under multiple operating scenarios.
2. Review the quality of diligence across financial, commercial and project execution workstreams.
3. Test whether development spending and acquisition commitments compete for the same constrained capital.
Accountability after approval
You will scrutinise integration plans, contingent liabilities and the ownership of transaction assumptions after completion. You will track whether capital allocation decisions improve portfolio quality and resilience rather than only increasing asset count.
Within twelve months: assess realised progress against approved investment cases and identify lessons for subsequent decisions.
Early board priorities
- First quarter: review the investment pipeline and establish consistent board decision criteria.
- Within six months: lead a board-level review of a material transaction or development allocation.
Who should bring this perspective
The role requires senior corporate development or investment experience in resources, strong financial analysis and ability to exercise independent judgement.
Additional useful experience includes accounting qualification, prior audit committee work and experience with transactions involving assets at different development stages.
Board role and availability
This is a nonexecutive appointment. The director contributes through the chair to collective board decisions and oversight; management retains responsibility for execution.
An initial three-year appointment is envisaged, with approximately eighteen to twenty-four days annually for meetings, preparation and committee work. Start date, remuneration, travel and on-site attendance will be agreed for the appointment.
Terms
- Where the board sits
- London, United Kingdom
- Applications close
- 21 December 2026
- Appointment
- Board appointment
- Engagement
- An initial three-year appointment is envisaged, with approximately eighteen to twenty-four days annually for meetings, preparation and committee work.
- Cross-border
- International candidatures are accepted.
- 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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