FAQ

At NED Capital we specialise in connecting boards with exceptional non-executive directors. Below we answer the questions most often asked by boards, chairs and aspiring NEDs about our services and the wider non-executive landscape. If your question is not covered here, please get in touch — every initial enquiry is answered personally by Adrian Lawrence FCA.

What is a Non-Executive Director (NED)?

A Non-Executive Director is a member of a company’s board who is not involved in day-to-day management. Their role is to provide independent oversight, constructive challenge and strategic guidance. Unlike executive directors, NEDs are not employees; they bring external expertise, networks and governance skills, and their independence helps ensure decisions are balanced and aligned with shareholders’ long-term interests.

Why are Non-Executive Directors important?

NEDs strengthen corporate governance by ensuring accountability and transparency, support strategy by testing assumptions and highlighting risk, improve risk management through an external perspective, and build stakeholder confidence — investors, regulators and partners all value strong, independent directors on a board. In short, an effective NED strengthens board performance and organisational credibility.

How does NED Capital find Non-Executive Directors?

We use a headhunting model rather than advertising alone. We work with the chair and board to define the brief, skills gaps and cultural fit; map the market to identify individuals with the right governance experience and sector knowledge; approach candidates discreetly, including those not actively seeking roles; and conduct rigorous due diligence and structured interviews before presenting a shortlist. This proactive method surfaces the highest-calibre candidates, not just those responding to open adverts.

What industries do you cover?

We place NEDs across a wide range of industries, including financial services, technology and digital, healthcare and life sciences, professional services, energy and infrastructure, consumer goods and retail, and the not-for-profit sector. Our focus is board excellence rather than a single sector, which lets us bring fresh perspective across industries.

Do you help with diversity on boards?

Yes. Diversity of thought, background, gender, ethnicity and experience is essential to high-performing boards. We actively support clients in broadening their talent pools and ensuring shortlists are diverse, on a basis of merit and inclusion, recognising that diverse boards make better decisions and better reflect the stakeholders they serve.

What is the process to appoint a NED through you?

The typical process runs from an initial consultation to understand your board and needs, through a clear role specification, discreet search and outreach, assessment and shortlisting, and support through interviews, referencing and final appointment. Each engagement is tailored, but transparency, efficiency and professionalism underpin every step.

How long does the recruitment process take?

An average non-executive search takes eight to twelve weeks, depending on complexity and candidate availability. We agree timescales at the outset and provide regular updates so you always know where the process stands.

How are Non-Executive Directors compensated?

NEDs typically receive a fixed annual fee rather than a salary, bonus or benefits. The fee reflects the time commitment — board meetings, preparation and committee work — and the scale of responsibility, and varies by sector, company size and complexity. We can advise on competitive fee structures to help you attract and retain the right people.

What makes NED Capital different from other firms?

We are a specialist dedicated to non-executive and board appointments rather than a generalist agency; we headhunt the most relevant individuals rather than relying on applicants; we work closely with chairs and governance committees to understand board culture; we ensure every search delivers a balanced shortlist; and we have a track record of placing NEDs across ownership structures from listed companies to family businesses.

Do you also help aspiring NEDs?

Yes. Many senior executives and professionals aspire to non-executive roles. We provide guidance on building a portfolio career, advice on positioning a CV for board roles, insight into what boards are really looking for, and the opportunity to join our talent network for future appointments.

Do you work with private companies, charities and start-ups, or only PLCs?

We work with organisations of all sizes and structures: listed companies needing directors with market credibility, private equity-backed firms seeking sector and governance expertise, family businesses strengthening governance as they scale, charities and not-for-profits needing trustees with commercial skills, and scale-ups that value external strategic guidance early. Each receives a tailored search rather than a one-size-fits-all approach.

How do I get started?

If you are a chair or board looking to appoint a non-executive director, or an individual exploring a NED career, contact us via our online form or by phone. We will arrange an initial confidential conversation to understand your requirements.

What skills are most in demand for NEDs today?

Boards increasingly seek digital and technology expertise across cyber, data and AI; ESG and sustainability knowledge; international experience; a risk and compliance background, especially in regulated sectors; and diversity of thought and lived experience to challenge groupthink. Financial acumen remains a cornerstone, but boards increasingly value forward-looking perspectives alongside it.

How much time does a NED role usually require?

Commitment varies with the size and complexity of the organisation, but most roles involve six to ten board meetings a year, additional committee meetings, preparation time reading board papers, and occasional ad-hoc involvement in matters such as M&A or a crisis. For most roles a NED can expect to dedicate around twenty to forty days per year, more during periods of change.

Do you work internationally?

Yes. While we are headquartered in the UK, many of our searches have an international dimension. We regularly identify candidates with global boardroom experience, and we also work with overseas organisations seeking UK-based NEDs with expertise in financial services, governance and listed markets.

Can a sitting executive also hold a NED position?

Yes — many executives take on one non-executive directorship alongside their main role to gain broader boardroom exposure while contributing their own expertise elsewhere. It is important to ensure there are no conflicts of interest, that the primary employer approves the appointment, and that the time commitment is manageable. We can advise executives on positioning and readiness for a first NED role.

How confidential is the recruitment process?

Confidentiality is central to our work. For clients, sensitive strategic information stays private; for candidates, we approach individuals directly and only share details with the client once interest is confirmed. Our reputation is built on discretion at every stage.

What are the legal responsibilities of a NED?

NEDs have the same legal duties as executive directors under the Companies Act 2006 — a duty of care and skill, a fiduciary duty to act in good faith and in the company’s best interests, a duty to ensure compliance with law and regulation, and a duty of oversight, challenging executive decisions and maintaining proper governance. Although not involved in daily operations, NEDs are equally accountable for board-level decisions, which makes independence, vigilance and integrity essential.

How do you assess whether a candidate is the right cultural fit?

Technical skill and experience are only part of the picture. We also assess how a candidate will integrate into the dynamics of your board through in-depth conversations with the chair and directors about board culture, behavioural interviews to understand a candidate’s style of challenge and collaboration, and referencing on how they have operated in other boardrooms. A successful NED challenges constructively while building trust with fellow directors.

NED Capital | Sister practice of FD Capital | ICAEW practising certificate held by Adrian Lawrence FCA.