Top Tips from NED Dr Elizabeth Haywood

Dr Elizabeth Haywood, an experienced NED, shares her top NED tips in this expert interview with NEDonBoard.  Also a Partner at Haywood Hain, a consultancy offering specialist skills and advice in executive and non-executive recruitment, management due diligence, media/communications and public affairs, Dr Haywood provides some great insights. How do you become a non-executive director?

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A Frank Non-Executive Director Interview with Internationally Experienced Frank Lewis

Frank Lewis is an internationally experienced chairman and non-executive director with an impressive resume which is available, alongside non-executive director related articles he has written, to view at his website www.franklewis.co.uk.  For anyone looking for very honest, clearly explained insight into non-executive director and chairman roles, from someone whose non-executive director portfolio career is approaching

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Expert Interview: Benjamin Chilcott

Benjamin Chilcott currently sits on three boards as a non-executive, so we asked him what expectations are placed upon him in his NED roles and how he balances his portfolio career. If you are interested to get a some personal insight into these aspects of a NED role, read on! He is: Non-Executive Chairman at

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What are the Main Differences for a Non-Exec Working in the Public Sector and Private Sector?

Unfortunately, the topic of the differences between NED’s in the public sector and NEDs in the private sector is not a greatly researched topic. However, it is immensely important to gain an insight into the distinctions between the two roles, subsequently allowing both, boards and non-execs to understand how non-execs may be able to cross

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Non Executive Director Career: What does the firm need to include in a non-exec agreement template?

There are many benefits to this position including flexibility, authority and convenience. Here are the necessary elements of a non-exec agreement. Non-Exec Director Offers Wider Perspective Firms hire non-execs to offer an outsider vantage point. At times, internal executives can be too timid to offer contradictory viewpoints on corporate issues. A NED can offer a

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