Our directors have led at
What a non-executive director is
A non-executive director is a board member with no role in day-to-day management. They govern rather than manage: challenging and supporting the executive team, bringing independence to the decisions that matter most, and giving investors confidence in how the company is run.
Two lanes, one collective
In the business, our executives execute. On the board, our directors govern. Fractional embeds C-suite leaders who own outcomes inside the business. A non-executive director sits above the business: holding leadership to account, bringing independence to the big decisions, and giving investors confidence in how the company is run.
Governing, not managing
The director shapes and scrutinises the decisions; the executive team runs the business and owns delivery.
Independent, not embedded
A non-executive director stays outside the day-to-day on purpose. Distance is what makes the challenge credible.
Accountable oversight, not occasional advice
A board seat carries directors’ duties and a standing responsibility, not opinions offered from the sidelines.
When to appoint your first non-executive director
Most companies build governance in stages, and the right moment for a first board seat usually arrives earlier than founders expect. The ladder runs from a single trusted voice to an independently led board.
A trusted advisor
One experienced voice, engaged informally around specific questions. Right while the business is early and the decisions are still reversible.
An advisory board
A small circle of advisers with a rhythm but no formal duties. Right when you want breadth of experience without governance obligations.
A first non-executive director
A formal, independent seat. Right when investors arrive, succession is on the table, or the weight of decisions calls for accountable oversight.
An independent chair
Independent leadership of the board itself. Right as the board grows, ahead of a listing, or when the founder steps back from day-to-day control.
A non-executive director, an advisory board member, a fractional executive, or a consultant
Four ways to bring senior experience to bear. They sit in different seats and carry different duties.
Non-executive director
Advisory board member
Fractional executive
Consultant
A formal seat on the board, with directors’ duties.
No formal seat and no legal duties.
Embedded inside the business, in the leadership team.
Outside the business, engaged for a defined piece of work.
Governs: challenges, scrutinises and holds leadership to account.
Offers experience and connections when asked.
Executes: owns the outcomes in their domain.
Advises: recommends, then hands the work back.
Shares formal responsibility for how the company is governed.
Goodwill only; no accountability for outcomes.
Accountable for delivery in their function.
Accountable to the brief, not the outcome.
Typically a day or two a month, on a board cadence.
Occasional sessions, as needed.
Regular days in the business every week.
Intensive for the project, then gone.
Investors, regulators or the weight of decisions call for independent oversight.
You want breadth of input without formal governance.
A function needs senior leadership and delivery.
A defined problem needs outside analysis.
From the brief to the boardroom
A structured search, run the way we run every appointment. Tell us where the board needs strengthening and we handle the rest.
The brief
We work through where the board is today, the decisions ahead, and the experience and independence the seat needs.
The match
We search the collective of 800+ curated C-suite operators for directors whose experience fits the stage, sector and challenge.
The meetings
You meet a short list. Fit with the chair and the executive team decides more than a CV does.
The appointment
You appoint. We put the structure around the engagement so it starts properly.
Ongoing support
We stay close for the life of the engagement, keep the structure working, and stand behind the appointment with the whole collective.
Governance expectations are local
Board expectations differ by market: what investors require, what regulators expect, and what independence formally means are all set locally. The appointment has to fit the rules and the culture of the market the company operates in.
We match directors with that context in mind. The brief is where we work through what your market, your investors and, where relevant, your regulator will expect of a Jakarta board seat.
Investor expectations
Term sheets and shareholder agreements increasingly specify independent board seats. We help you fill them credibly.
Family businesses
Independent directors who bring objectivity to succession and outside investment while the family’s mandate stays intact.
Right-sized governance
Start with a single independent voice and grow the board as the company matures. Governance should fit the company it serves.
The questions boards ask first
Ready for board work?
Senior operators with the experience and independence for a non-executive seat can join the collective as a director.
