As a NED, it is not uncommon, and perhaps one of the appealing aspects of a portfolio career, to hold positions in a variety of sectors. With this in-mind, we interviewed Robert Kidson to better understand the transferability of skills and commonalities for his non-executive director roles, alongside documents and agreements Robert would expect to
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?
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
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
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
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
The most important aspect of being a non-executive director is the fact that you have something to bring to the table, such as a specialized talent that the organization needs. Some work for five or six organizations at once providing them with needed insight to the industry at large without being “bogged down” by a