Independent Director for Hospitality Investment and Asset Strategy
Saudi Arabia·Tourism, Hospitality & Entertainment·Hospitality owners and tourism investment platforms· Riyadh·Posted 25 September 2026
Applications close 19 November 2026
Hospitality owners and tourism investment platforms
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
A hospitality investment platform is moving from individual acquisitions to a multi-asset portfolio. The board needs disciplined challenge of expansion economics, operator arrangements and capital allocation so growth does not outpace asset management capability.
Capital allocation agenda
You will review acquisition and development proposals, testing demand assumptions, delivery contingencies and funding requirements. You will challenge the balance between owned assets, management agreements and joint venture structures.
Operator and portfolio oversight
- Scrutinise operator performance, owner rights and the quality of information used to assess asset returns.
- Review portfolio concentration, refinancing exposure and scenarios for delayed openings or weaker occupancy.
- Support governance that gives the board transparent oversight of related-party transactions and investment conflicts.
The board will expect
1. First quarter: agree the investment review criteria and establish a portfolio view of capital commitments and material risks.
2. Within six months: complete a deep review of one major asset or pipeline investment.
3. Within twelve months: evaluate capital allocation decisions against approved assumptions and management follow-through.
The director profile
The role requires investment or transaction leadership with credible hospitality or real estate exposure, financial modelling literacy and judgement on governance and conflicts.
Additional useful experience includes prior independent board service and experience with cross-border owner-operator relationships in GCC markets.
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
- Riyadh, Saudi Arabia
- Applications close
- 19 November 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
- Boards typically meet four to six times a year, with committee cycles and a general assembly; giga-project and transformation entities meet considerably more often.
Before you apply — Saudi Arabia
Foreign nationals serve on Saudi boards, and the framework does not bar it — but sector licensing, the four-year election cycle and, for regulated firms, SAMA or CMA approval shape the route in.
- Residency test
- No general residency requirement for a non-executive director of a listed joint stock company; some regulated sectors and executive roles do carry residency conditions.
- Nationality test
- Certain licensed and strategic activities carry Saudi-national requirements at board or management level. Check the sector's licensing conditions before assuming the general position applies.
- Work authorisation
- A non-resident non-executive director attending board meetings travels on a business visit visa. Resident and executive roles require an iqama and are subject to Saudization requirements.
- Tenure limit once appointed
- Board terms are limited to four years and are renewable. Independence is reassessed each cycle against the CMA's criteria rather than capped by cumulative years.
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