Global ID Exchange · Live seats
Board seats, interim leadership and advisory — one board.
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.
346 seats · page 10 of 15
Independent Director and Audit Committee Chair — Exploration Controls
Canada·Mining & Metals
Mineral resources organisation in Canada
This seat calls for a financial reporting leader with audit committee experience and a strong grasp of Canadian issuer governance. Candidates should understand the reporting pressures of an exploration-stage business and be able to challenge assumptions without presenting technical exploration expertise they do not possess.
Investment Committee Member — Private Real Estate
Switzerland·Property & Real Estate
Property investment organisation in Switzerland
The committee seeks a member who can form an independent view of property investments and explain it clearly, including when the conclusion is to decline. Candidates should have substantial underwriting or investment-approval experience and a record of reviewing outcomes after capital was committed.
Joint Venture Board Director — Resort Repositioning
Spain·Property & Real Estate
Hospitality and property investment organisation in Spain
This appointment concerns the board oversight of a resort repositioning venture. The director must evaluate the change in customer proposition, capital requirement and operating arrangements as one investment decision, rather than treating construction completion as the objective.
Independent Director — Engineering Talent and Technical Succession
Finland·Technology & Digital Platforms
Software engineering organisation in Finland
The director will strengthen board oversight of engineering capability, leadership succession and key-person risk. The remit concerns whether the organisation can sustain its technology strategy as products, teams and responsibilities evolve. It requires a practical understanding of how expertise is developed and retained, together with the discipline to remain at board level.
Nonexecutive Director for Utility Capital Investment Oversight
Greece·Energy & Utilities
Municipal and regional infrastructure
A utility is accelerating network and treatment infrastructure spending after years of deferred renewal. The director will help the board assess project prioritisation, procurement discipline and delivery readiness so scarce capital addresses the most material service and asset risks. You will challenge the evidence used to prioritise renewal projects, including asset condition, service impact and affordability.
Independent Director — Minority Slate Nominee, Multi-Utility
Italy·Energy & Utilities
Utilities organisation in Italy
The governance challenge in a multi-utility is to allocate capital and management attention across activities with different economics and obligations. This seat requires a director who can challenge consolidated performance while understanding what is happening within each service.
Chair — Collegio Sindacale, Infrastructure Services
Italy·Logistics & Infrastructure
Infrastructure organisation in Italy
The chair will lead statutory oversight in an infrastructure setting where investment decisions create obligations that outlast individual budgets and management teams. The body’s precise remit must be established for the entity, including its relationship with other assurance functions.
Chair — Organismo di Vigilanza, Environmental Operations
Italy·Water & Environmental Services
Environmental services organisation in Italy
The chair will organise the Organismo di Vigilanza’s work under the applicable 231/2001 framework. The role requires an independent, practical approach to examining whether the model functions in a service environment involving contractors, operational exceptions and environmental responsibilities.
Holding Company Director — Recovery Funding Oversight
Luxembourg·Business Services & Diversified
Restructuring and turnaround organisation in Luxembourg
The director will oversee funding and restructuring decisions at a holding entity. The role requires a clear view of its assets, obligations and access to cash, particularly where operating businesses need support and consolidated information can obscure the position of individual entities.
Independent Director and Audit Committee Chair — Reporting Integration
United States·Public-Interest & Regulated Services
Public-company governance organisation in United States
This mandate concerns an issuer integrating financial reporting after a reverse transaction. The chair must ensure the board understands the accounting foundation, inherited control weaknesses and the work needed to produce reliable continuing disclosures.
Independent Director and Audit Committee Chair — Financial Controls
Canada·Industrial Manufacturing
Industrial operations organisation in Canada
This mandate calls for an audit chair who can oversee a practical improvement in financial controls while maintaining the quality of current reporting. The role requires prioritisation: a long list of deficiencies is less useful than a clear understanding of which weaknesses threaten reliable accounts.
Independent Director — Utility Strategy and Portfolio Prioritisation
Italy·Water & Environmental Services
Water and environmental services organisation in Italy
This utility-sector directorship focuses on the combined burden of strategy, investment and organisational change. The director will examine whether the portfolio is financially and operationally credible, including the capacity needed to absorb approved work. Individual proposals may each be reasonable while their total exceeds what the service organisation can deliver.
Independent Director — Minority Slate Nominee, Environmental Services
Italy·Water & Environmental Services
Environmental services organisation in Italy
Collection, treatment and disposal decisions can shift cost and risk between stages. This director will challenge strategy and performance across the service chain, including dependencies on contractors, facilities and capacity arrangements.
Independent Director — Tourism & Hospitality Platform
Saudi Arabia·Tourism, Hospitality & Entertainment
Saudi entity within a national transformation programme
A new-sector entity is constituting a board that must satisfy the CMA requirement of at least two independent directors or one-third of the board, and needs governance experience of hospitality assets at a scale the domestic market has not previously built.
Nonexecutive Director for Industrial Digital Growth
Switzerland·Technology & Digital Platforms
Industrial software and technology-enabled engineering
An industrial technology business is expanding recurring software and service revenues alongside established products. The director will challenge the commercial strategy and ensure growth assumptions reflect customer buying behaviour, delivery capability and sustainable economics. You will assess management’s ability to translate technical differentiation into measurable customer and financial value.
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.
Non-Executive Director — Downside Capital and Covenant Oversight
United Kingdom·Business Services & Diversified
Restructuring and turnaround organisation in United Kingdom
The director will strengthen board scrutiny of leverage, covenant capacity and capital decisions in an industrial business. The seat requires attention to plausible combinations of adverse events rather than confidence in a single management forecast.
Non-Executive Director — Industrial Performance and Cash
United Kingdom·Business Services & Diversified
Corporate finance and capital structure organisation in United Kingdom
Suitable candidates have held senior finance responsibility in industrial or similarly asset-intensive operations and can demonstrate experience of challenging performance plans at board level. Familiarity with product costing, inventory and capital expenditure is essential. They should be able to engage operational leaders without attempting to substitute their own production judgement for specialist expertise.
Board Director for Retail People and Operating Culture
Italy·Consumer & Retail
Retail organisation in Italy
The director will contribute to a retail board with particular attention to workforce capability, leadership behaviour and the conditions required for dependable store execution. The seat requires understanding how incentives, workload and management routines affect customers and control outcomes. It is a collective governance appointment, not an operational human-resources assignment.
Independent Director and Audit Committee Chair — Revenue and Settlement Assurance
United States·Mining & Metals
Mining and resources organisation in United States
Candidates need deep financial reporting expertise, audit committee leadership and familiarity with United States public-issuer governance. Resource sales, commodity-linked revenue or comparable industrial settlement experience is strongly relevant. They should be able to challenge both accounting assumptions and the operational evidence supporting them.
Independent Director — Audit Committee Financial Expert
United States·Water & Environmental Services
Materials recovery organisation in United States
This seat focuses on financial reporting in a materials-recovery business, where feedstock quality, processing yields, inventory and commodity exposure can complicate the accounts. The director will provide technical financial challenge within the audit committee.
Independent Director for AI Deployment and Enterprise Risk
United Arab Emirates·Technology & Digital Platforms
Enterprise technology and AI organisation in United Arab Emirates
When an AI-enabled service moves from experiment to material business use, the board must understand what changes in the enterprise's exposure. This director will strengthen that judgement while sharing the full responsibilities of a board member. The seat concerns the relationship between commercial value, operating accountability and risk, rather than oversight of technical novelty for its own sake.
Board Director — Industrial Software Pricing and Contract Quality
France·Technology & Digital Platforms
Industrial technology organisation in France
The director will scrutinise the economics and risk of industrial software commercial models. The remit encompasses pricing architecture, contractual commitments and the quality of reported growth, especially where recurring revenue is accompanied by implementation, support or performance obligations that are not obvious from headline sales figures.
Board Director for Diversified Business Portfolio Strategy
France·Business Services & Diversified
Professional services organisation in France
The director will join a board responsible for a diversified enterprise and contribute independent judgement on portfolio direction, management capacity and capital allocation. The seat requires looking beyond individual business plans to assess whether the collection of activities has a coherent economic purpose. It is not an external consulting assignment or a mandate to run a business unit.
Two sides of the same board
Whichever side of the table you sit on, it starts the same way.
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