​​The Rise of a New Generation of NED​

Aspiring leaders wanting a place on the board

There is a growing trend of appointing younger board members who are on the upward trajectory of their careers, and likewise, companies are seeking individuals with backgrounds in digital leadership and sustainability, recognising the valuable contributions that younger NEDs can offer.

However, these executives may have limited knowledge of how the board operates, its governance structure, strategy and language, therefore securing a NED position can be a substantial step up, requiring a considerable amount of learning. Boards often sponsor individuals to complete external training to become a NED.

NED role challenges

NEDs must effectively juggle the competing demands of a full-time day job alongside their non-executive role which naturally carries great responsibility, as well as personal liability. There have been examples where individuals have taken up a NED position, only to be later asked to exit the board due to their day job suffering. Crucially, executives need to be realistic about whether they can commit the time and physical capacity to their day job as well as the demands of their non-executive board.

A younger NED’s field of expertise can be a challenge as well as an asset. Considering the digital space where trends are constantly changing, executives that are ‘in the flow’ are vital, and can make effective board members. 

Success stories

Odgers Berndtson recently interviewed several executives who have held or currently hold NED positions, to gain better insights into where this role fits within their careers.

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Jaz Rabadia MBE, NED, 4imprint; Global Head of Responsible Business & Sustainability, JustEatTakeaway.com

How has your previous experience prepared you for your NED role? 

“Working in senior sustainability roles, across FTSE 350 companies, often preparing and presenting sustainability matters to boards over the years has definitely helped me in developing my business acumen and understanding the value of doing business responsibly. Alongside this, serving on the council of the Energy Institute for three years helped me to play a more strategic role in shaping the growth and development of the professional body.”

What learnings have you made since your appointment?

“The role has enabled me to build strong relationships and prioritise strategic thinking and effective communication.  
I've been able to leverage my unique perspective to contribute to board discussions and further build sustainability and broader ESG into the company strategy.”

What advice do you have for someone considering a NED role, especially of a younger age?

“You don't have to be old to be experienced. Being a NED presents a chance to bring fresh perspectives to the board and contribute to meaningful change in a company. It provides a great opportunity to gain strategic experience, expanding your professional network, and developing leadership skills. It can require upskilling if you have not had much exposure to boards previously, but I've found there are lots of resources and people willing to help onboard you.”

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Florence Tondu-Mélique, CEO, Financial Services

How did your executive career experience prepare you for your first NED role?

“My experiences within blue-chip corporates from McKinsey & Company to AXA and Zurich Insurance exposed me to global environments and best practices in a number of fields: strategy development, large account management, business transformation, sustainability, risk, and compliance notably. As an executive, understanding current topics whilst relating to challenges faced by management certainly adds to board discussions.”

How do you think the NED role has helped your executive career?

“A NED position benefits your executive career indirectly through personal growth and development. It brings wider perspectives and insights. It opens new connections and networks. It shapes postures and interpersonal skills.  

Ultimately, it gives me tremendous positive energy in my day-to-day CEO role, fulfilling that same passion to serve teams and businesses.”

What advice would you have for someone considering a NED role, especially at a younger age?

“In 2018, I was appointed NED for Savills plc, becoming the youngest foreign non-resident sitting on a FTSE board. It took me several years building competences and experience, starting with internal boards at AXA and non-profits such as the French-American Foundation.

Since, I have extended my portfolio to also include global retailer Auchan and professional services network Grant Thornton International. This is a journey about perseverance, learning, and dedication. I am grateful to all those who have supported me along, from my companies, managers, and sponsors to the team at Odgers!”

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Wais Shaifta, CEO, PrivateDoc; NED, The Gym Group and Reach plc

Tell us about your NED role, and to what extent the role has helped your career?

“In my NED roles, I support three main areas: digitalisation, commercialisation and internationalisation. All of this is done with a consumer lens, putting the customer at the heart of what we do. As a current executive, being involved in boards has supported me in a few areas.

Primarily seeing how other management teams operate is always beneficial. My executive role is in the private sector where our shareholders are either VCs or PE houses. My board role is a plc role, and I find that mix to be helpful from both sides. In my executive role, being exposed to how a plc operates brings stronger corporate governance.

My executive role in the private sector allows our team to move faster on initiatives and this is something which I bring to my non-executive role, where traditionally businesses move slower. It has also supported me from a networking perspective, opening more doors, allowing more partnerships to happen in my executive role, which contributes to the bottom line.”

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Indira Thambiah, NED; Rem Chair; Audit Chair; Board Advisory; Interim Chair

Tell us about your NED role, and to what extent the role has helped your career?

“In a NED role, unlike in an executive environment, you are rarely called upon to make decisions yourself.  When you are, they are well-informed and made in a timely manner. Most of my recent executive roles have been as a CEO of smaller, fast growing PE or family-owned businesses, where you make quick decisions, usually with very little information.

That is a critical and necessary skill to have, but it is a challenge in that environment to raise the skill level of your senior team.  The skill of enabling and supporting a team, challenging, coaching and guiding rather than telling or doing things yourself is also critical as an executive. If you are trying to grow a business, you will never free up enough time to do that if you don’t have a team you can rely on.

Odgers Berndtson partners with businesses around the world, building world-class boards to enable strategic growth. With access to an extensive talent pool, we identify and develop exceptional executives who align, support and elevate commercial objectives with sustainable results. For candidates, we stay connected on an individual basis, rather than just transactional, to enable creative career moves.

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Get in touch. Follow the links below to discover more or contact our dedicated leadership experts from your local Odgers Berndtson office here.