The appointment
The Board seeks an Independent Director capable of chairing the Nomination and Remuneration Committee at a technology-services enterprise whose competitive position depends on leadership quality, technical capability, client trust and the ability to reshape a global workforce as AI changes the economics of delivery.
This is not a conventional human-resources seat. The NRC Chair must understand the commercial model well enough to distinguish capability building from headcount growth, succession depth from organisation charts, and durable productivity from short-term utilisation pressure. The Director should be able to challenge the chief executive and senior technology leaders on talent choices while respecting management’s authority to run the enterprise.
Translate strategy into leadership specifications
The committee will begin with the portfolio of work the enterprise intends to win and retain: transformation programmes, managed services, cloud and data modernisation, engineering, AI-enabled operations and other complex digital work. Each strategic choice implies a different leadership system, skill mix, delivery footprint, investment horizon and risk appetite.
The NRC Chair will require role mandates for the chief executive, business-unit leaders, technology leadership, global delivery, sales, finance and people leadership to state the enterprise outcomes, decision rights and cross-functional obligations attached to each position. Generic competencies will not be sufficient. A leader responsible for an AI-enabled portfolio must be assessed on productisation, responsible deployment, client economics and capability renewal—not simply prior revenue scale.
Succession reviews should expose four different conditions: emergency cover, a ready-now successor, one or more credible development candidates, and roles with no internal answer. The committee will examine whether the most important successors have carried a P&L, recovered a difficult client situation, led across geographies and made consequential technology or workforce trade-offs.
Govern the AI workforce transition without false precision
AI can change effort, pricing, role design and entry-level learning before its effect can be measured cleanly. The Board must avoid two symmetrical errors: protecting an obsolete delivery model, or accepting unsupported productivity assumptions that damage service quality and future capability.
The Director will ask management to connect AI investment with work decomposition, client permission, control design, pricing, margin, staffing, reskilling and accountability for output. Productivity benefits should be evidenced at the level of a repeatable service or workflow, not extrapolated from isolated demonstrations.
Workforce plans will address:
- skills likely to become more valuable, less scarce or newly critical;
- the redesign of early-career pathways when routine work is automated;
- the mix of employees, contractors, partners and platform capability;
- geographic concentration and resilience of specialist teams;
- the risk of losing technical depth while optimising near-term utilisation;
- incentives that reward account quality, reusable capability and ethical AI adoption.
The NRC should see regretted attrition, internal mobility, critical-role coverage and learning conversion alongside total hiring and utilisation. Training completion is not evidence of capability unless it changes deployment and performance.
Executive performance and reward
Remuneration will be aligned with the quality of growth. The Chair will examine bookings, revenue, margin and cash together with client concentration, delivery health, talent retention, security, responsible AI and the creation of reusable intellectual property. One metric should not be capable of overwhelming serious failure elsewhere.
Long-term incentives should reward enterprise value beyond a single contract cycle. Adjustments and malus decisions must be governed through pre-agreed evidence and documented judgement, especially where an apparent commercial success later produces control, conduct or delivery consequences.
The committee will also test whether the chief executive has the authority and sponsorship to renew the leadership team. A succession plan is not credible if protected reporting lines, regional interests or legacy relationships can override it without Board accountability.
CSR as technology capability applied responsibly
As a CSR Committee member, the Director will help distinguish enduring social capability from scattered activity. Programmes in digital inclusion, employability, education and community resilience should define the beneficiary problem, partner responsibilities, safeguarding, technology access, outcome evidence and an exit or continuity plan.
Employee volunteering, learning platforms and digital tools may extend reach, but they must not substitute for competent programme design. Beneficiary data should be collected proportionately and protected with the same seriousness expected in client work.
What the Board should gain
In the first year, the Director should strengthen the CEO and executive succession architecture, establish an AI-workforce governance frame, sharpen the leadership scorecard, and create a more credible view of critical capability by business and geography. The NRC should spend less time reviewing lists of names and more time deciding whether the enterprise can execute its chosen strategy with leaders it has tested.
Experience required
The mandate suits a former chief executive, global business leader, technology-services P&L head, chief people officer with enterprise responsibility, or senior technology executive who has led material organisation change. Applicants should have operated across international clients and delivery teams, handled succession at scale and understood how capability, pricing, automation and account economics interact.
Board experience and prior NRC exposure are preferred. Applicants must disclose current directorships, client and competitor conflicts, IICA Databank status, DIN (if held), international availability, and one example where they changed a leadership or reward decision because the original performance narrative was incomplete.
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.