Interim Director of Capital Programme Recovery

Netherlands·Business Services & Diversified·Organisational recovery· Amsterdam·Posted 3 July 2026

Applications close 9 November 2026

Organisational recovery organisation in Netherlands

The problem this seat exists to solve

The director will assume executive delivery responsibility for a capital programme requiring renewed control of scope, cost, schedule and operating readiness. The mandate is to establish the true position and implement an authorised recovery route. It does not confer technical design authority or replace qualified engineering, legal or safety responsibilities.

Capital recovery leadership and scope of authority

Applicants should demonstrate recovery leadership on complex capital or implementation programmes, with financial and delivery accountability. They must explain how they challenged an accepted progress narrative and the evidence used to reset it. Experience managing difficult supplier and sponsor relationships is important.

Reconstruct completion, commitments and uncertainty

Review progress using physical or operating evidence, contractual commitments and a credible view of remaining work. Identify dependencies hidden by separate workstream reports. Distinguish recoverable delay from a plan that no longer reflects the actual scope or resources.

Prepare options that show the consequences of continuing, resequencing, reducing scope or pausing. Explain the cost and risk of each, including effects on the business that will receive the asset or capability. The director must make uncertainty visible rather than restore confidence through an unsupported completion date.

Execute an approved route through to operating acceptance

Lead the programme team, establish decision ownership and resolve dependencies within delegation. Strengthen change control and ensure that instructions reaching suppliers are authorised and coherent. Present reserved decisions early enough for leaders to retain meaningful options.

Coordinate readiness with the future operating owner. Completion must include support, maintenance, training and reliable information, not only acceptance of physical works or technical deliverables. Specialist reviews should inform decisions where requirements or safety are material.

Success means the programme has a defensible forecast, clear residual risks and an operating outcome that the receiving business can use. The permanent owner should understand ongoing cost, responsibilities and unresolved work. The director must also leave a reliable decision record so that lessons are not lost when the recovery team disperses. The objective is an executable programme and accountable delivery, not a temporary reporting discipline that disappears before the underlying control weaknesses are corrected.

Terms

Where the board sits: Amsterdam, Netherlands
Applications close: 9 November 2026
Appointment: Interim executive
Compensation: EUR 1,100–1,700 per day (indicative interim day rate)

Before you apply — this is an executive role

An interim seat needs work authorisation. A board seat in the Netherlands usually does not.

This is the single most common way a cross-border interim engagement falls apart after it has been agreed. The visa-free position that applies to a non-executive director attending board meetings does not extend to an executive or operating role.

Position in the Netherlands: A non-executive or supervisory director attending meetings does not require a residence permit. Executive roles for non-EU nationals require a permit, commonly under the highly skilled migrant scheme.
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