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 9 of 15
Independent Director — Minority Slate Nominee, Renewable Energy
Italy·Energy & Utilities
Renewable energy organisation in Italy
This seat brings independent scrutiny to renewable-energy investment, recognising that a development pipeline and an operating asset base carry different risks. The director should challenge how management converts prospective capacity into supportable returns and dependable operations.
Independent Director — Board Renewal and Succession
Switzerland·Business Services & Diversified
Board succession and governance organisation in Switzerland
This independent director will strengthen collective oversight of board composition and succession. The appointment is for a practising governor who understands how directors contribute, how boards lose effectiveness and how future needs can differ from the experience represented around the table today.
Independent Director — Hospitality Cash and Capital Discipline
Switzerland·Tourism, Hospitality & Entertainment
Aviation, travel and hospitality organisation in Switzerland
Candidates should bring senior finance or board experience in hospitality or a closely related service environment, with direct understanding of cash cycles, property expenditure and operating performance. The seat requires someone who can challenge investment and financing assumptions while recognising the service and people consequences of financial decisions.
Independent Director for Audit and Internal Controls
Spain·Public-Interest & Regulated Services
Regulated services companies
A regulated services company wants stronger board scrutiny of financial controls, operational risks and assurance findings. This director will help management and the board build a clearer picture of material exposures and ensure remediation does not remain open indefinitely.
Independent Director — Hospitality Group Financial Controls
France·Tourism, Hospitality & Entertainment
Aviation, travel and hospitality organisation in France
The board seeks a director with substantial group-finance, audit or control experience and a practical understanding of hospitality operations. Candidates should be able to examine cash handling, purchasing, payroll and revenue processes without assuming that a policy issued centrally is operating consistently at every property. A relevant accounting qualification or equivalent professional depth is expected.
Board Director — Infrastructure Portfolio Refinancing Risk
South Africa·Logistics & Infrastructure
Infrastructure finance organisation in South Africa
The director will help the board assess financing resilience across a portfolio of infrastructure assets. A collection of individually viable investments can still face a collective liquidity problem if maturities, construction calls and operating pressures converge. This seat requires the ability to see those connections and challenge management before options narrow.
Non-Executive Director — Aviation Commercial Finance
Morocco·Tourism, Hospitality & Entertainment
Aviation, travel and hospitality organisation in Morocco
The director will add independent financial judgement to aviation-related commercial decisions. The board needs to understand how pricing, supplier terms, customer commitments and service disruption affect realised contribution. The remit is governance of the economic model, not negotiation of individual bookings or operational control of aircraft activity.
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.
Non-Executive Director — Technology Acquisition Integration
Sweden·Technology & Digital Platforms
Software engineering organisation in Sweden
The board seeks an independent director with engineering leadership experience to scrutinise technology acquisitions and the integration commitments they create. The role addresses a recurring gap between transaction logic and the practical work of combining products, platforms and teams. The director should help the board understand which integration assumptions are critical to the investment case and which remain untested.
Independent Director and Audit Committee Chair — Transaction Reporting
Canada·Mining & Metals
Resource-sector transactions organisation in Canada
The audit-chair brief centres on a resource-sector business entering a new public-reporting structure through a transaction. The priority is to ensure that transaction accounting, comparative information and continuing issuer obligations receive coherent oversight rather than being treated as separate workstreams.
Non-Executive Chair — Utility Strategy and Stakeholder Governance
Italy·Water & Environmental Services
Water and environmental services organisation in Italy
The chair will guide a utility board in decisions that balance service reliability, investment, financial sustainability and stakeholder expectations. The role requires independent judgement and the ability to create a clear collective position where there is no option that satisfies every objective equally. It is a non-executive chair appointment, with management authority remaining with the executive team.
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.
Independent Director — Destination Investment Holding Company
Saudi Arabia·Tourism, Hospitality & Entertainment
Tourism investment organisation in Saudi Arabia
Investment near tourism development can appear attractive because of expected wider growth. This director must test what the holding company can actually earn, fund and control, rather than accepting the surrounding growth narrative as an investment case.
Independent Director and Audit Committee Chair — Resource Reporting
United States·Mining & Metals
Mineral resources organisation in United States
The audit chair will oversee a reporting environment where expectations about future resource demand can attract attention ahead of demonstrated operating results. The committee must ensure financial statements and disclosures remain grounded in supportable assumptions.
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 for Retail Food and Product Assurance
Poland·Consumer & Retail
Retail organisation in Poland
This director will join a retail board with particular responsibility for strengthening scrutiny of product assurance, safety culture and management response to quality concerns. The appointment carries collective director duties. It is not a substitute for qualified technical leadership or the executive systems required to approve and monitor products.
Independent Director and Audit Committee Chair — Mining Services
Canada·Industrial Manufacturing
Industrial services organisation in Canada
Candidates should have substantial financial reporting expertise, audit oversight experience and familiarity with Canadian issuer governance. Contract-based industrial services, equipment-intensive operations or mining-services experience is relevant. They should be able to challenge accounting estimates while understanding the operational evidence needed to support them.
Non-Executive Director — Programme Investment and Benefits
Germany·Business Services & Diversified
Business transformation organisation in Germany
The director will strengthen oversight of investment in business and technology programmes. The role focuses on the relationship between expenditure, delivered capability and realised benefit. It requires practical delivery insight and financial literacy, with the judgement to distinguish an uncertain forecast from an investment case that lacks a credible mechanism for value.
Independent Director — Water Service Capital Oversight
Italy·Water & Environmental Services
Water and environmental services organisation in Italy
The director will strengthen board oversight of capital investment in water services. The remit is to challenge whether proposed expenditure addresses the most important service and asset risks, and whether the organisation has a credible plan to deliver it. The seat requires independent judgement about long-lived infrastructure whose benefits and obligations extend beyond an annual budget.
Independent Director — Minority Slate
Italy·Banking & Financial Services
FTSE MIB-listed banking group
The institutional-investor slate is being assembled ahead of the board's renewal. Article 147-ter of the TUF guarantees at least one seat to the minority list, and the slate needs a candidate with prudential regulatory standing rather than a name known to the controlling shareholders.
Member — Organismo di Vigilanza, Public Services
Italy·Public-Interest & Regulated Services
Public-interest services organisation in Italy
This appointment contributes to supervision of a 231/2001 model in a public-service environment. The member should bring practical judgement about how procurement, delegated decisions and service pressures affect the operation of controls.
Independent Chair of a Regional Water Services Enterprise
Portugal·Water & Environmental Services
Water and wastewater utilities
A regional water enterprise must balance service reliability, infrastructure renewal and financial sustainability while maintaining stakeholder confidence. The chair will improve board effectiveness and ensure management’s investment and service plans are subjected to disciplined, constructive scrutiny.
Independent Director for Hospitality Investment and Asset Strategy
Saudi Arabia·Tourism, Hospitality & Entertainment
Hospitality owners and tourism investment platforms
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.
Independent Director — Agricultural Trading Governance
Switzerland·Agribusiness & Food
Agricultural commodities organisation in Switzerland
Candidates should bring substantial agricultural trading, commodity finance, risk or board experience with direct understanding of physical flows. They must demonstrate the ability to challenge commercially experienced executives while recognising the practical uncertainty of the market. Generic corporate governance experience without exposure to commodity transactions is unlikely to provide the required depth.
Two sides of the same board
Whichever side of the table you sit on, it starts the same way.
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