Non-executive directors (NEDs) — sometimes described as supervisory or independent outside directors — and chairs provide proven value across organisations of all sizes and ownership structures by granting access to high-calibre board talent.
Your trusted partner for Board & Chair recruitment
Odgers supports clients in identifying and appointing the right chair or NED. Working in close partnership, we diagnose skills gaps, surface the business opportunities and risks, and develop a rounded understanding of the board and leadership team. We use this insight to craft a clear candidate profile for a chair or NED and to attract a diverse group of senior candidates from our global network.
The ideal chair or NED brings complementary skills and experience that add value both to day-to-day operations and to board matters such as:
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We advise some of the world’s largest corporations, including FTSE-listed companies, ambitious small and medium-sized businesses, leading private equity firms, entrepreneurs and family-owned groups. As independent advisors, our aim is to help clients assemble exceptional boards that drive sustainable growth. We work creatively with our clients to achieve the right balance of skills, experience and diversity of thought across the board.
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With over 50 years' experience, Odgers combines deep market insight with a holistic approach that looks beyond the CV. We identify candidates based on cultural fit, strategic vision and future perspective. Leaders who not only suit your current context, but are also prepared for tomorrow's challenges.
Discover our approachAn independent chair brings objectivity, fresh perspectives and a broad network. Such an external member serves as a critical sounding board for management and strengthens governance through sharper oversight and strategic counsel.
An effective board identifies gaps in knowledge and perspective and purposefully adds new members with those qualities. Diversity in expertise and background leads to more balanced decision-making and more effective oversight by the board.
A good chair or supervisory board member acts as a critical sparring partner who tests and steers the strategy. In doing so, the board guards the long-term direction and challenges the executive team to remain consistent and focused.
The Supervisory Board acts as an independent overseer of governance and key risks alongside day-to-day management. By providing critical scrutiny and advice, the board creates checks and balances, ensuring decisions are aligned with legislation, values and shareholder interests.
A well-governed board plans succession in good time and considers both internal and external candidates. Key considerations are leadership qualities, cultural fit and relevant experience, ensuring the new chair or board member commands authority and adds value from the outset.
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