Global ID Exchange · Live seats
Seats in the Netherlands.
A director building an international portfolio typically holds a statutory seat in one market, takes an interim seat in another, and advises in a third. Splitting those across three products would hide two-thirds of the options, so they sit here together.
Statutory board seat
346A seat on a statutory board — independent, non-executive or supervisory — with the appointment formalities and the personal duties that go with it.
Interim leadership
456An executive engagement for a defined window: a CFO through a refinancing, a COO through an integration, a CEO alongside a founder. The fastest route onto a foreign board, because it puts you inside the market on the record.
Advisory & consulting
179A scoped advisory engagement — board effectiveness, governance design, shareholder engagement, controls readiness. No office of director, no appointment formalities, no statutory liability.
23 seats
Board Chair — Governance Renewal (Technology)
Netherlands·Technology & Digital Platforms
Mid-cap listed technology and digital platforms organisation
Board governance and renewal, board succession among them, will be led over the next 12 months by a new Board Chair of a technology and digital platforms company whose shares trade on a mid-cap market, accountable to its shareholders.
Independent Director — Audit and Conduct (Logistics and Infrastructure)
Netherlands·Logistics & Infrastructure
Mid-cap listed logistics and infrastructure services organisation
Directors need to know which board papers are management information and which are evidence they can rely on. Over a 12-month horizon, a mid-cap listed logistics and infrastructure services company is adding an Independent Director to sharpen that line, with the role reporting to the Board Chair.
Supervisory Board Member — Digital Transformation
Netherlands·Education
Education organisation in Netherlands
Candidates should bring senior digital leadership or technology-governance experience and an understanding of education or public-interest services. They need to translate technical proposals into choices about resources, service quality and risk. Prior supervisory experience is useful, but demonstrable governance judgement is central.
Board Chair — Governance Renewal (Asset Management)
Netherlands·Funds & Asset Management
State-linked funds and asset management organisation
A reset of delegated authority is due across the entities and committees of a state-linked funds and asset management organisation, and a new Board Chair will lead it over 12 months. For this appointment, the reporting line is to the shareholders.
Advisory Board Member — Governance (Asset Management)
Netherlands·Funds & Asset Management
Large-cap listed funds and asset management organisation
How conduct and control matters reach the board, and whether they arrive ready for a clear decision, will be overseen for 12 months by an Advisory Board Member at a funds and asset management group listed among the large caps. Its holder is accountable to the Board Chair.
Supervisory Board Member — Digital and Cyber
Netherlands·Healthcare & Life Sciences
Healthcare organisation in Netherlands
This supervisory seat connects technology risk to the ability to deliver healthcare reliably. The member should help the board understand how systems, data and external providers support essential services, and where a failure would create consequences that ordinary IT availability measures miss.
Independent Director — Change Delivery and Governance
Netherlands·Business Services & Diversified
Business transformation organisation in Netherlands
The director will bring practical programme and transformation experience to oversight of significant organisational change. The board needs to understand whether management has a credible delivery path, appropriate ownership and the capacity to absorb the proposed changes. This is a genuine director appointment, not a project steering adviser presented as a board member.
Supervisory Board Member — Technology & Cyber Risk
Netherlands·Banking & Financial Services
Euronext Amsterdam-listed payments business
A supervisory board member reaches the twelve-year ceiling under the Dutch Corporate Governance Code, and the board's gender composition means the replacement must maintain the statutory one-third balance — an appointment that fails it is void.
Independent Director for Retail Supply Resilience
Netherlands·Consumer & Retail
Retail organisation in Netherlands
The director will join a retail board and contribute expertise in supply resilience, supplier relationships and continuity of essential operations. The remit is to challenge whether management understands the dependencies supporting availability and can respond proportionately when they fail. It carries full collective governance responsibility rather than an executive procurement mandate.
Supervisory Board Member — Technology Investment Value
Netherlands·Public-Interest & Regulated Services
Public-service technology organisation in Netherlands
This supervisory appointment focuses on whether technology investment delivers the intended public-service benefit. The member should challenge business cases, organisational readiness and the evidence used to declare benefits after delivery.
Non-Executive Director for Multinational Reporting Integrity
Netherlands·Business Services & Diversified
Audit and financial reporting organisation in Netherlands
This director will strengthen collective oversight of financial information in an enterprise with operations across several jurisdictions. The focus is the integrity of the reporting chain: local records, group adjustments, consolidation and the information used for decisions. It is a board appointment, not a group-controller role.
Nonexecutive Director for Agricultural Trading Risk
Netherlands·Agribusiness & Food
Agricultural commodity trading businesses
An agricultural commodity trading business needs stronger board challenge of counterparty exposure, working capital and concentration risks. The director will connect trading growth with the financial and operational capacity needed to manage volatility and respond to emerging exposures.
Bank Non-Executive Director — Operational Resilience and Service Continuity
Netherlands·Banking & Financial Services
Banking organisation in Netherlands
The director will help the board oversee the continuity of important banking services through technology failures, supplier disruption and operational incidents. The remit requires a service-level view: recovery of an individual system does not necessarily mean that customers can complete a payment, access funds or receive an essential decision.
Independent Director — Secure Technology Architecture Strategy
Netherlands·Technology & Digital Platforms
Deep technology and semiconductors organisation in Netherlands
The director will bring independent technology judgement to major architecture and platform decisions with security implications. The remit concerns strategic commitments that affect product flexibility, resilience and future investment. It requires technical depth translated into board-level choices, rather than direct participation in design reviews for ordinary engineering work.
Non-Executive Director — Enterprise Technology Market Entry
Netherlands·Technology & Digital Platforms
Industrial technology organisation in Netherlands
This board seat requires a commercial leader who can assess entry into new industrial technology markets with disciplined attention to customer access, local delivery requirements and the economics of establishment. The director will challenge whether the proposed route to market is credible, financeable and consistent with the enterprise's ability to support customers.
Independent Director — Semiconductor Innovation and Market Entry
Netherlands·Technology & Digital Platforms
Deep technology and semiconductors organisation in Netherlands
Candidates should bring senior leadership or board experience in semiconductors, embedded technology or a closely related deep-technology business. The board needs someone who understands qualification cycles, design commitments and the economic consequences of product choices. Technical credibility must be accompanied by commercial judgement and the ability to operate through collective governance.
Independent Director — Agricultural Processing Investment
Netherlands·Agribusiness & Food
Agricultural commodities organisation in Netherlands
The director will contribute independent oversight of investment in agricultural processing capacity. The board needs to assess more than engineering cost and nominal output: raw-material availability, product demand, logistics, working capital and operating capability all determine whether capacity creates value. This seat is for a director who can connect those dependencies and challenge optimistic assumptions constructively.
Board Director for Digital Capital Allocation
Netherlands·Technology & Digital Platforms
Enterprise technology and AI organisation in Netherlands
The director will contribute independent scrutiny to digital investment decisions, ensuring that commercial value, operating risk and organisational capacity are considered together. This board seat requires the ability to challenge both optimistic transformation narratives and underinvestment that quietly increases fragility. It carries collective responsibility for the enterprise beyond the technology portfolio.
Independent Director — Logistics Asset Financing and Related-Party Oversight
Netherlands·Logistics & Infrastructure
Infrastructure finance organisation in Netherlands
This board seat combines infrastructure finance expertise with independent scrutiny of arrangements involving shareholders, affiliated businesses and operating partners. Logistics assets often depend on interconnected commercial relationships. The director must help the board distinguish an economically justified arrangement from one whose risks or benefits have been allocated unfairly.
Supervisory Board Member — Digital Public-Service Assurance
Netherlands·Public-Interest & Regulated Services
Public-service technology organisation in Netherlands
This appointment calls for a technology leader who can turn a complicated digital-service narrative into a small number of consequential governance questions. The supervisory member must evaluate whether management's assurances are supported by evidence, particularly where a service depends on interconnected systems and several delivery partners.
Independent Director — Cross-Border Investment Funding
Netherlands·Property & Real Estate
Hospitality and property investment organisation in Netherlands
The director will oversee funding choices in cross-border investments where cash, obligations and decision authority sit in different entities. The role requires clear financial judgement and the ability to recognise when consolidated analysis is insufficient.
Independent Director for Financial and Non-Financial Reporting Consistency
Netherlands·Business Services & Diversified
Audit and financial reporting organisation in Netherlands
The director will support board oversight of consistency between financial reporting, operational measures and material non-financial disclosures. The appointment requires testing whether different reports describe the same underlying business coherently and whether management can support important claims with reliable evidence. It is a board role, not an assignment to prepare sustainability or financial reports.
Supervisory Board Member — IT and Data Governance
Netherlands·Property & Real Estate
Housing services organisation in Netherlands
The seat focuses on oversight of systems and data used in housing services, where fragmented records can affect repairs, tenancy administration, investment priorities and customer trust. The member will challenge whether the digital estate supports the service model and whether data is governed as an operational responsibility.
Two sides of the same board
Whichever side of the table you sit on, it starts the same way.
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