The Case for Rotating Committee Chairs Every Three Years
The Short Answer Three years is a market convention, not a requirement. The UK Corporate Governance Code sets no term limit for committee chairs — but because audit and remuneration committees must consist of independent non-executive directors, and independence is questioned after nine years on …
The Outlook for UK Non-Exec Director Opportunities in 2026
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: The outlook for UK non-executive director opportunities is shaped less by the calendar than by a set of durable structural forces — and they point to steady, broad-based …
How the Best Boards Build a Pipeline of Future NED Talent
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: The best boards do not wait until a non-executive vacancy arises to start thinking about who might fill it. They treat the renewal of their non-executive talent as …
How NED Performance Is Measured by Leading Companies
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: A non-executive director’s performance cannot be measured by a profit-and-loss number, because a NED does not run the business. Leading boards instead assess NEDs through structured evaluation: a …
How to Build Influence as a New Non-Executive Director
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: A new non-executive director arrives with a board seat but not yet with standing — and the two are not the same. A NED has no positional authority …
8 Emerging Trends in Board-Level Recruitment for 2026
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: Board-level recruitment is being reshaped by eight structural shifts: a move from status to demonstrable skills; diversity that goes beyond box-ticking to genuine cognitive range; rising demand for …
5 Ways NEDs Improve Board Transparency and Ethics
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: Non-executive directors are structurally well-placed to strengthen a board’s transparency and ethics precisely because they sit outside day-to-day management. Five concrete ways they do it: (1) bringing independent …
7 Governance Mistakes NEDs Should Avoid
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: The most damaging non-executive director mistakes are not exotic — they are familiar failures of practice that recur on boards of every kind. The seven worth guarding against: …
Board Ethics Committees: When and Why to Recommend One
The Short Answer Most UK boards should not create one. The Corporate Governance Code does not require an ethics committee, culture is already the responsibility of the whole board, and whistleblowing arrangements already sit with the audit committee. A separate committee usually moves ethics away …
When to Challenge Management’s Market-Entry Assumptions
By Adrian Lawrence FCA, founder of NED Capital · Part of the Board Governance Hub In short: A non-executive director should challenge a market-entry plan whenever its case rests on optimistic assumptions that have not been stress-tested — a single rosy forecast with no downside …
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