Non-Executive Director — Technology Resilience and Product Dependency

Challenge concentration and recoverability

Review where the organisation depends on one component, provider, manufacturing route or small group of experts. Ask how quickly alternatives could be established and what evidence supports that estimate. A nominal second supplier or documented succession plan may not provide a usable alternative without qualification, training or contractual readiness.

Examine scenarios that affect several dependencies together. Management should explain the consequences for customers, cash and future development, as well as the immediate operational response. The director must challenge contingency plans that assume scarce capacity will become available precisely when wider disruption occurs.

Experience suited to the seat

Candidates need senior technology, product operations or board experience in deep technology, cybersecurity or a relevant complex product business. They should understand lifecycle support, supplier relationships and the practical work of recovery. Evidence of building resilience while making proportionate investment choices is especially relevant.

Decisions and oversight

Scrutinise proposals for buffers, alternative sources, redesign or capability development. Require clarity on the exposure reduced, the cost introduced and the residual limitations. Review whether approved measures remain effective as products and customer commitments change.

This is an independent director appointment with collective board responsibility. The director will not manage suppliers, perform technical recovery or direct incident teams. Executives retain operational accountability, with committee duties defined as appropriate for the seat.

The contribution should produce better visibility of material dependencies and more realistic service commitments. Candidates must disclose interests involving suppliers, investors and competing products. The board will expect balanced judgement: resilience should be strengthened where consequences justify it, while avoiding expensive complexity that does not materially improve the organisation's ability to deliver and support what it sells.