Board-seat dossier
The appointee will chair Audit and participate across NRC, Stakeholders, Risk and CSR. The Board is seeking a director who can govern the economics and integrity of high-reliability manufacturing without being distracted by technical theatre. The core questions are practical: what has the company promised, what must work for that promise to be delivered, how is conformance evidenced, when is revenue earned, and what could cause a programme to consume more cash and risk than the Board approved?
Programme economics
Material customer programmes should be reviewed from bid assumptions through qualification, production ramp, acceptance, cash and warranty. The Chair will challenge milestone evidence, forecast cost to complete, engineering changes, tooling, customer-furnished dependencies, retention, liquidated damages and claims. Margin must not be insulated from known execution difficulty by optimistic remaining-cost assumptions.
Working capital deserves programme-level visibility. Long-lead components, safety stock, customer-specific inventory, work in progress, rejected material and receivables can each be rational individually while producing an unacceptable cash cycle collectively. Provisioning should reflect obsolescence, redesign, shelf life and alternate use.
Quality, traceability and controlled information
The committee will examine whether supplier qualification, process control, test evidence, non-conformance, concessions, rework and corrective action support the product claim. A serious near miss or repeated low-value defect can be strategically material before the accounting threshold is crossed. Traceability should survive system boundaries and subcontracting.
Engineering files, customer specifications, test data, manufacturing systems and remote support create a cyber-physical risk. The Board needs evidence on access, segregation, software supply chain, removable media, backup and recovery, incident detection and contractual reporting. Security assurance should cover the actual production environment, not only the corporate network.
Audit leadership
The Chair will set a risk-led plan spanning revenue, inventory, capex, government incentives where relevant, related parties, procurement integrity, vendor master, foreign exchange, warranties and technology access. Private sessions with auditors and control leaders will be used to surface scope limitations and management pressure. Repeat findings must be closed through independently tested effectiveness.
People and stakeholder extension
Through NRC, the director will review succession for site, quality, engineering, commercial, finance and security leadership, including roles held together by tacit knowledge. Through Stakeholders and CSR, the member will oversee investor communication, grievance themes, responsible sourcing and measurable community programmes without diluting the Audit Chair's primary accountability.
Candidate evidence
Applicants should show senior accountability in electronics, precision, aerospace, defence, automotive or another high-reliability manufacturing environment, or equivalent audit/finance experience. Familiarity with long-cycle programmes, quality systems, controlled technology and multi-tier supply chains is valuable. Prior Audit Committee chairship is strongly preferred. Independence, conflicts and databank compliance are mandatory. The time requirement includes Board cycles, plant visits, auditor sessions and availability during a major quality, cyber or customer event.
Registration on the IICA Independent Directors Databank is required before appointment. A DIN is not needed to apply: where an appointee does not yet hold one, it is obtained through the appointing company at the point of appointment.