Board Scenario Governance Director

The mandate

The standing board question is whether the organisation is examining a sufficiently wide and coherent set of futures before committing resources. Scenario papers reach governance forums, but assumptions are not consistently linked, probability language varies between authors and management responses can be difficult to compare. The adviser will give the Finance Committee an independent method for testing the range.

Over six months, the Director will attend a fortnightly working session and the scheduled monthly committee meeting. The work will establish a small scenario canon, a common treatment of uncertainty and a clear relationship between early indicators, thresholds and contingent action. Advice must improve the board's challenge without producing a second planning department.

This is an influence-only appointment with no line authority, spending power or right to issue management instructions. The adviser may request evidence through the Committee Chair, question the internal coherence of management cases and recommend that a paper be reframed. Acceptance, rejection and execution remain with the board and accountable executives.

Renewal is considered only if the committee identifies a new standing question after the final effectiveness review. The adviser must disclose current and prospective conflicts before access is granted, recuse from affected discussions and avoid serving a directly adverse mandate whose confidential scenario choices could compromise independence.

What you will own

• Frame four decision-relevant scenarios with internally consistent economic, operational, financing and execution assumptions rather than interchangeable optimistic and pessimistic cases.
• Establish probability-language and confidence conventions that enable directors to compare evidence without implying spurious numerical certainty.
• Design an indicator register pairing each scenario with observable signals, trigger values, accountable monitors and pre-agreed escalation routes.
• Review six management decision papers for assumption coherence, range adequacy and reversibility, recording challenge and disposition for committee assurance.
• Facilitate two confidential board rehearsals in which directors test responses to compound movements and identify choices that must be preserved in advance.
• Recommend a concise scenario dashboard that distinguishes exposure, preparedness, decision lead time and the cost of maintaining optionality.
• Transfer the challenge method to the committee secretariat and FP&A lead through annotated examples and a witnessed final review.
• Provide a closing opinion on whether scenario evidence is sufficiently mature for routine board use, including unresolved limitations without qualification language.

Candidate qualifications

• At least 18 years in strategic finance, enterprise planning or board decision support, including direct experience advising directors on uncertainty and capital choices.
• Two examples where scenario challenge changed the timing, scale or reversibility of a material decision, with personal contribution separated from team output.
• Command of sensitivity design, correlated assumptions, tail-event reasoning, option value and the governance limits of probabilistic models.
• Evidence of challenging executive-sponsored cases without usurping management accountability or converting advice into shadow executive authority.
• Experience translating technical scenario work into concise board choices, documented triggers and monitorable commitments.
• A conflict record suitable for independent access, including disclosure of relevant appointments, investments and recent counterpart relationships.
• Capacity to work in Singapore for the agreed fortnightly sessions and all six scheduled committee meetings.

Working terms and boundaries

• The advisory cadence is two days a week for six months, normally one analytical session and one preparation or governance day each week.
• There is no line authority, delegated approval, budget ownership or management representation; recommendations travel through the Committee Chair.
• Conflicts are reviewed before commencement, monthly thereafter and whenever a new appointment arises; recusal does not create substitute billable time.
• The adviser will not build production forecast models, validate source data, conduct assurance or negotiate decisions with external parties.
• The engagement concludes with a committee effectiveness review, a transferred scenario playbook and a written statement of remaining judgement risks.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 7 October 2026. Mandate reference FPA-ADV-2026-SIN-03.