Non-executive directors

Independent judgement, for exactly as long as it matters

Non-executive directors drawn from our collective of curated, vetted C-suite operators: years of hands-on leadership, brought to board level. Matched to the stage, sector and challenge of your business, and engaged for the time the role actually needs.

350+Vetted operators
1–2 daysA month, typically
WeeksTo appoint
A bright modern boardroom with a long table in soft morning light
Proven leadership

Our directors have led at

First Abu Dhabi Bank
Mubadala
Emirates NBD
Majid Al Futtaim
HSBC
Goldman Sachs
McKinsey & Company
PwC
A senior executive by a window, reviewing board papers
The definition

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.

IndependentNo stake in the day-to-day, no reporting line, no conflict. Their value is a clear view from outside the management team.
On the boardA formal seat with directors’ duties, not an informal adviser. They share responsibility for how the company is governed.
Light-touch by designBoard work is naturally part time: typically a day or two a month, rising around defined moments and settling again after.
An operator by backgroundOur directors come from the collective: C-suite leaders who have run the functions boards oversee.
Governance as a service

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.

01

Governing, not managing

The director shapes and scrutinises the decisions; the executive team runs the business and owns delivery.

02

Independent, not embedded

A non-executive director stays outside the day-to-day on purpose. Distance is what makes the challenge credible.

03

Accountable oversight, not occasional advice

A board seat carries directors’ duties and a standing responsibility, not opinions offered from the sidelines.

When to appoint

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.

01

A trusted advisor

One experienced voice, engaged informally around specific questions. Right while the business is early and the decisions are still reversible.

02

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.

03

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.

04

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.

The comparison

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

The seat
Non-executive director

A formal seat on the board, with directors’ duties.

Advisory board member

No formal seat and no legal duties.

Fractional executive

Embedded inside the business, in the leadership team.

Consultant

Outside the business, engaged for a defined piece of work.

The work
Non-executive director

Governs: challenges, scrutinises and holds leadership to account.

Advisory board member

Offers experience and connections when asked.

Fractional executive

Executes: owns the outcomes in their domain.

Consultant

Advises: recommends, then hands the work back.

Accountability
Non-executive director

Shares formal responsibility for how the company is governed.

Advisory board member

Goodwill only; no accountability for outcomes.

Fractional executive

Accountable for delivery in their function.

Consultant

Accountable to the brief, not the outcome.

The rhythm
Non-executive director

Typically a day or two a month, on a board cadence.

Advisory board member

Occasional sessions, as needed.

Fractional executive

Regular days in the business every week.

Consultant

Intensive for the project, then gone.

Right when
Non-executive director

Investors, regulators or the weight of decisions call for independent oversight.

Advisory board member

You want breadth of input without formal governance.

Fractional executive

A function needs senior leadership and delivery.

Consultant

A defined problem needs outside analysis.

A senior executive at the window of a bright boardroom before a meeting
The seat is part time. The responsibility is not.
How it works

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.

01

The brief

We work through where the board is today, the decisions ahead, and the experience and independence the seat needs.

02

The match

We search the collective of 350+ curated C-suite operators for directors whose experience fits the stage, sector and challenge.

03

The meetings

You meet a short list. Fit with the chair and the executive team decides more than a CV does.

04

The appointment

You appoint. We put the structure around the engagement so it starts properly.

05

Ongoing support

We stay close for the life of the engagement, keep the structure working, and stand behind the appointment with the whole collective.

The local context

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 Ho Chi Minh City 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.

Common questions

The questions boards ask first

Article 155 requires independent directors to satisfy strict exclusion criteria: no employment by the company or related entities in the past three years, no shareholding above 1%, and no family or business relationships to major shareholders or senior executives. Fractional independent directors are vetted against these criteria with documented diligence before appointment. We treat Article 155 compliance as non-negotiable; the appointment would not proceed if any criterion were not met.

Professional board governance requires the director to declare the conflict, recuse themselves from discussions and voting on that matter, and be excused from the meeting for that agenda item. This is standard practice. Fractional ensures every appointee understands their fiduciary duty to disclose conflicts upfront and manage them transparently throughout their tenure. Clear conflict policies are established before the appointment.

International perspective coupled with local legal grounding is exactly why foreign investors value independent directors who bring cross-border experience. Our independent directors have navigated FDI, joint ventures and Vietnamese regulatory compliance alongside international governance standards. We pair every appointment with local legal counsel (Vietnamese law firms with VN regulatory expertise) to ensure compliance support. The combination of global experience and local grounding is the credibility foreign investors seek.

Yes. Article 155 independence criteria focus on your specific company: "independent" means no executive role, prior employment, shareholding above 1%, or family ties at your company. A female founder or operator from another Vietnamese company can absolutely serve as an independent director if she meets these criteria. Board diversity strengthens governance optics; our matching process actively considers gender diversity and sector diversity among independent director candidates.

Market remuneration for independent directors in Vietnam averages USD 6,600-12,000 annually, depending on company size, sector and board demands. Time commitment is typically 4-6 board meetings per year (2-3 hours per meeting), pre-meeting preparation (2-3 hours), and periodic committee work or ad-hoc calls with the chair or CEO. Founder expectations around commitment should be set upfront in the appointment letter. We clarify the realistic ask and match candidates whose bandwidth aligns with your meeting cadence.

Best practice is a formal company announcement highlighting the director experience and Article 155 compliance, positioning the appointment as a governance strength and signal of professional board oversight. If your company maintains a public board composition register (required for listed JSCs), the independent director is recorded there. For investor due diligence, provide the director CV, independence declaration and any relevant governance certifications (VIOD membership, VNIDA training). The appointment itself is a credibility signal to offshore investors; transparency on the selection and compliance process builds confidence.

The Law on Enterprises 2020 requires private and public joint stock companies to maintain independent directors comprising at least 20% of the Board of Directors (Article 153-155). For most private JSCs, this translates to a minimum of one independent director for a five-member board. Compliance is mandatory, not optional. However, many founder-led companies preparing for foreign investment appoint independent directors ahead of legal requirement, using the appointment as a governance signal to prospective investors.

For executives

Ready for board work?

Senior operators with the experience and independence for a non-executive seat can join the collective as a director.

A detail of a boardroom table with papers and a pen set out for a meeting
Get started

Tell us where the board needs strengthening.

A first independent seat, a stronger committee, or a chair for the next chapter. Outline the moment in the guided brief and we will scope the right appointment.

Brief a board search