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 14 of 15
Board Director for Strategic Partnership Governance
Belgium·Public-Interest & Regulated Services
Public-interest investment organisation in Belgium
The director will bring governance judgement to an enterprise whose investment or innovation strategy depends on substantial partnerships. The seat requires assessing whether shared objectives are supported by clear responsibilities, decision rights and practical remedies when interests diverge. It carries collective board responsibility and does not make the director a representative negotiator for a particular partner.
Independent Director — Board Effectiveness and Decision Discipline
Denmark·Business Services & Diversified
Board succession and governance organisation in Denmark
This director will contribute to the quality of collective board work, with particular attention to how information, debate and accountability influence outcomes. The appointment is suited to an experienced governor who understands board dynamics and can challenge unhelpful habits without turning meetings into a process exercise.
Non-Executive Director — Industrial AI Commercial Accountability
Sweden·Technology & Digital Platforms
Industrial technology organisation in Sweden
The director will scrutinise the commercialisation of AI-enabled industrial products and services. The board needs a clear view of what is being sold, the evidence supporting claimed benefits and the obligations created when customers use an offering in consequential operating environments.
Independent Director — Novo Mercado Migration
Brazil·Agribusiness & Food
B3-listed agribusiness group migrating to Novo Mercado
The company is migrating to Novo Mercado and must assemble a board with at least two independent directors or twenty per cent, whichever is greater, separate the chair and chief executive, and stand up an audit committee — on the timetable the migration sets.
Non-Executive Director — Refinancing Oversight
United Kingdom·Industrial Manufacturing
Manufacturing organisation in United Kingdom
The board needs scrutiny of refinancing readiness early enough to influence the outcome. This mandate concerns the quality of financing decisions, the credibility of management’s plan and the risk of allowing a maturity timetable to dictate strategy.
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.
Independent Director — Newly Listed Public Joint Stock Company
United Arab Emirates·Logistics & Infrastructure
Recently listed UAE logistics and infrastructure group
A first independent board must be assembled to satisfy the SCA governance guide from the point of listing: at least one-third independent, a majority non-executive, a non-executive chairman and female representation on the board.
Independent Director for Investment Operating Capability
Belgium·Public-Interest & Regulated Services
Public-interest investment organisation in Belgium
The director will contribute to a board's assessment of the operating capability behind investment and funding activity. The seat focuses on leadership, systems, specialist capacity and decision processes required to manage commitments responsibly. It carries full collective director responsibilities rather than a mandate to redesign operations as an external consultant.
Independent Director and Audit Committee Chair — Asset Assumptions and Valuation
Canada·Mining & Metals
Mining and resources organisation in Canada
Candidates should have deep accounting and financial reporting expertise, audit committee leadership and Canadian public-issuer governance experience. Resource valuation or comparable long-lived asset experience is important. They must be able to challenge judgement without demanding that uncertain future outcomes be presented as known facts.
Independent Director — Audit Committee Financial Expertise
Canada·Mining & Metals
Resource-sector reporting organisation in Canada
The director will provide financial expertise as a resource business embeds the disciplines of public reporting. The role focuses on the quality of accounting judgements, committee challenge and the transition from transaction preparation to repeatable reporting operations.
Non-Executive Director — People and Governance in Professional Services
United Kingdom·Business Services & Diversified
Board succession and governance organisation in United Kingdom
This board seat brings independent challenge to leadership depth, succession and organisational accountability in a professional-services business. The director must connect people decisions with strategy and client delivery, recognising that senior appointments shape culture, commercial judgement and the firm's capacity to grow responsibly.
Independent Director — Resource-Linked Investment Reporting
Canada·Mining & Metals
Mining and resources organisation in Canada
This board seat focuses on reporting for contractual interests linked to resource production. The director must understand how the rights held, counterparty information and underlying operating assumptions affect expected receipts and carrying values.
Board Director — Industrial Customer Concentration and Strategic Accounts
United Kingdom·Technology & Digital Platforms
Industrial technology organisation in United Kingdom
The director will bring independent scrutiny to the commercial risks created by large industrial customers and long-term enterprise relationships. High-value accounts can support stability while also concentrating bargaining power, development priorities and operational exposure. The board needs to understand dependency beyond a simple percentage-of-revenue measure.
Independent Director — Retail Service Standards and Operating Assurance
Italy·Consumer & Retail
Retail and franchise networks organisation in Italy
This director will strengthen board oversight of service consistency across stores, dealers or franchise locations. The board needs evidence that operating standards are meaningful, achievable and reflected in customer experience, rather than comfort from inspection scores whose relationship to outcomes is unclear.
Independent Director — Bank Financial Crime Governance
Belgium·Banking & Financial Services
Banking organisation in Belgium
The director will strengthen independent oversight of financial crime risk within a banking institution. The focus is the effectiveness of governance, resources, data and accountability, rather than a superficial assessment based on completed training or the existence of policies.
Supervisory Board Member, Healthcare Digital Investment
Germany·Healthcare & Life Sciences
Healthcare technology organisation in Germany
A healthcare enterprise seeks a supervisory board member to strengthen oversight of technology investment and integration. This is a formal supervisory appointment with collective governance responsibilities. The member will challenge management's plans and monitor execution while remaining outside executive delivery and clinical decision-making.
Member — Organismo di Vigilanza, Water and Wastewater
Italy·Water & Environmental Services
Water services organisation in Italy
This appointment is to an Organismo di Vigilanza within the framework of Legislative Decree 231/2001. The member will contribute to scrutiny of the organisation’s model and its operation; the appointment is distinct from both a director’s seat and a Collegio Sindacale office.
Nonexecutive Director for Transport Technology and Resilience
United Arab Emirates·Logistics & Infrastructure
Transport infrastructure and mobility operators
A transport operator is investing in connected assets and passenger services while becoming more dependent on digital infrastructure. The director will help the board evaluate whether technology decisions improve operations without creating unmanaged service continuity or supplier risks. You will connect digital strategy with passenger experience, asset utilisation and the organisation’s long-term operating model.
Nonexecutive Director for Technology Supplier and Cyber Assurance
Belgium·Technology & Digital Platforms
Technology-dependent industrial and service enterprises
An enterprise relies on a small number of strategic technology suppliers and needs stronger board scrutiny of their operational and cyber implications. The appointment combines commercial understanding of supplier relationships with substantive technology risk oversight and the ability to challenge specialist assurance.
Independent Director for Treasury and Working-Capital Oversight
Belgium·Business Services & Diversified
Audit and financial reporting organisation in Belgium
The director will strengthen oversight of liquidity, working capital and treasury exposure in a multinational enterprise. The seat requires connecting reported earnings to cash availability and understanding how local operating decisions affect enterprise resilience. It is a non-executive appointment with collective responsibility, not a treasury-management mandate.
Board Director for Research Commercialisation Governance
Luxembourg·Public-Interest & Regulated Services
Public-interest investment organisation in Luxembourg
The director will contribute to the board of an enterprise commercialising research-derived capabilities. The seat requires assessing how technical progress becomes a credible product, partnership or operating business. It carries collective governance responsibilities and does not make the director an external scientific assessor or a part-time commercial executive.
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.
Independent Director — Board Risk Committee Member
Singapore·Banking & Financial Services
Commodity finance organisation in Singapore
The seat calls for senior credit or commodity-finance risk experience, financial literacy and the ability to evaluate risk frameworks at board level. Candidates should have worked through a stressed portfolio or significant loss event and be able to distinguish deficiencies in risk selection from failures of monitoring or control.
Non-Executive Director — Food Ingredient Quality and Commercial Risk
Switzerland·Agribusiness & Food
Agricultural commodities organisation in Switzerland
The board seeks a director able to connect the quality obligations of food ingredients with commercial decision-making. The seat concerns oversight of sourcing, product specifications, claims and the consequences of a failure to meet customer requirements. It requires an understanding that a profitable contract can carry disproportionate exposure if the controls supporting its product promises are weak.
Two sides of the same board
Whichever side of the table you sit on, it starts the same way.
Registering is free and you can apply straight away — one application a fortnight. Pass the free assessment and you are certified for a year, with one application a week. Foresight Infinity (US$250 a month) raises that to one application a day and carries your applications ahead of free members; Foresight Infinity Plus (US$500 a month) carries them first, the moment they arrive. Boards open a seat and it costs nothing to list.