Board Adviser — Post-Restructuring Value Recovery
Luxembourg·Funds & Asset Management·Operating investments· Luxembourg City·Posted 23 September 2026
Applications close 25 October 2026
Operating investments organisation in Luxembourg
Partner-sourced
Sourced through a partner search firm or the sponsor's own nomination committee, and verified before listing.
The problem this seat exists to solve
Candidates should have experience in post-restructuring investment oversight, operational recovery or value realisation. They must combine valuation judgement with the ability to recognise fragile operating improvements. Familiarity with cross-border holding structures is useful, but the core requirement is evidence of making recovery assumptions testable and decision-relevant.
Decide what value recovery now requires
The focus is the period after a restructuring, when the investment case must move from survival to sustainable value. The adviser will help a holding-company board assess whether operating progress supports reinvestment, continued restraint or a change in strategy.
Assessment of the recovery thesis
Review the assumptions underpinning the restructuring and compare them with actual cash generation, market position and management execution. Identify benefits achieved through temporary support or deferred expenditure. Examine whether the operating businesses have the capabilities and funding needed for their next phase.
Advice on capital and ownership choices
Evaluate reinvestment, refinancing, disposal and distribution options against downside resilience and value creation. Consider how cash restrictions, intercompany arrangements and different stakeholder interests affect implementation. Present choices at the appropriate entity level, supported by professional advice where legal or tax questions arise.
Separate three questions in the capital-allocation advice: whether the business is viable, whether it has an attractive reinvestment opportunity and whether the holding entity can fund that opportunity. Those answers may differ. Test proposed exits against transaction readiness and realistic buyer assumptions, and examine whether distributions would weaken resilience before the recovery is established. The adviser should identify what new evidence would justify changing the recommendation, allowing the board to update its judgement without treating the original restructuring thesis as a permanent commitment.
Outputs for the board
The assignment should culminate in an updated recovery thesis, a capital-allocation recommendation and clearly defined evidence needed before each major decision. The adviser has no implied director authority. A useful contribution may be to recommend waiting, investing or changing course; success should be judged by the quality of the decision, not by whether a transaction occurs.
Terms
- Where the board sits
- Luxembourg City, Luxembourg
- Applications close
- 25 October 2026
- Appointment
- Advisory engagement
Before you apply — an advisory engagement
No office of director, and no appointment formalities.
An advisory engagement creates no directorship in Luxembourg. There is no registry filing, no regulator pre-approval, no residency arithmetic and no statutory director liability — which is why it is so often the right first step into a market you do not yet know.
- On this brief
- Independence
- Where the engagement specifies independence from any search that follows, that is a requirement of the engagement rather than a courtesy — an adviser to a board is not a candidate for it.
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