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Non-executive director resume example

A board resume (often called a board CV in the UK) for a non-executive director with two current seats and a finance executive career behind her. Nomination committees and board search firms read it to see which board seat you would fill: which committee you could chair, which skills gap on the board matrix you close, and what governance experience you already have.

Non-executive board director resume example, page 1 of 2ANJALI RAGHUNATHANNon-Executive Director and Audit Committee Chair, FCAanjali.raghunathan@example.com | +44 20 7946 0581 | London, United Kingdom | linkedin.com/in/anjali-raghunathanBOARD PROFILENon-executive director with two current board seats (one listed, one regulated), following a 20-year executive career infinance that ended as group CFO of a FTSE 250 engineering services group. I chair audit and risk committees, bringcapital allocation and M&A experience to the boardroom, and am known for asking the question nobody wants to ask,early and politely.BOARD AND EXECUTIVE CAREERSenior Independent Director and Audit and Risk Committee ChairJun 2021 – PresentHalsworth Infrastructure plc (FTSE 250)London•Chair the audit and risk committee of a £2.1 billion revenue infrastructure services group; led the 2023 external audittender and a smooth transition to the new auditor.•As senior independent director, led the chair succession process in 2024 and the annual evaluation of the chair.•Oversaw the group’s first climate-related financial disclosures and the internal controls review ahead of new UKCorporate Governance Code requirements.•Member of the remuneration and nomination committees.Non-Executive Director and Board Risk Committee ChairSep 2019 – PresentAshgrove Building SocietyLeeds•Board member of a mutual with £14 billion in assets, regulated by the PRA and FCA; approved as SMF10, Chair of theRisk Committee, since 2022.•Led the board’s review of risk appetite after rate rises in 2023, tightening limits on buy-to-let lending ahead of marketlosses.Group Chief Financial OfficerJan 2012 – Jun 2021Calderbrook Engineering Group plc (FTSE 250)London•Executive director and CFO of a £1.6 billion revenue group with operations in 11 countries.•Led 6 acquisitions and 3 disposals worth £900 million, reshaping the group toward higher-margin services.•Refinanced £750 million of bank and private placement debt and kept an investment grade credit rating through the2020 downturn.Divisional Finance Director and earlier finance rolesSep 2001 – Dec 2011Marlow Systems plcReading•Finance director of a £400 million defense electronics division, after earlier roles in group reporting and M&A.CHARITY BOARDTrustee and Chair of the Finance CommitteeMar 2017 – PresentNorthgate Children’s Hospital CharityLondon•Oversee a £60 million capital appeal and the charity’s reserves and investment policy.EDUCATIONB.A. (Hons) in Economics1993 – 1996University of CambridgeCambridgeAnjali Raghunathan · 1 / 2
Non-executive board director resume example, page 2 of 2QUALIFICATIONSChartered Director (CDir)2020Institute of DirectorsFellow of the Institute of Chartered Accountants in England and Wales (FCA)2009ICAEWBOARD SKILLSAudit committee chairing · Risk governance · UK Corporate Governance Code ·Senior Managers and Certification Regime · Capital allocation · M&A oversight · Remuneration policy · Board evaluation · Sustainability reporting · Investor engagementAnjali Raghunathan · 2 / 2
Non-executive board directorUse this example

What recruiters look for

  • Board experience first: current and past seats, the type of company (listed, private equity-backed, mutual, nonprofit) and the committees you sit on or chair.
  • A clear board skill: finance and audit, risk, technology, people and pay, a sector or a region. Boards recruit to a skills matrix.
  • The executive career that earned the seat: the senior roles, scale and outcomes behind your judgment.
  • Governance knowledge: the codes, regulation and reporting rules your board works under, shown through real decisions.
  • Independence and time: how many seats you hold and whether you have capacity. Overboarding is a real concern for investors.

Writing the summary

Call it a board profile. Say how many seats you hold and of what type, the committees you chair, and the executive career behind you in one line. End with the kind of contribution you make in the room; nomination committees are picturing you at their table.

The summary in this example

Non-executive director with two current board seats (one listed, one regulated), following a 20-year executive career in finance that ended as group CFO of a FTSE 250 engineering services group. I chair audit and risk committees, bring capital allocation and M&A experience to the boardroom, and am known for asking the question nobody wants to ask, early and politely.

Executive seeking a first non-executive role

Chief operating officer of a £600 million logistics business, seeking a first non-executive director seat. I bring 20 years of operations, safety and technology change, and have presented to our plc board and its audit committee every quarter for five years. Available for one board role alongside my executive position.

Independent director on US boards

Independent director on two Nasdaq-listed company boards, chair of one audit committee and qualified as an audit committee financial expert. Former CFO of a $2 billion industrial company with deep experience in SEC reporting, capital markets and M&A. NACD Directorship Certified.

Bullet points that work

Strong lines for this role, beyond the ones in the example. Borrow the shape and put in your own numbers.

  • Chaired the remuneration committee through a shareholder vote on the new pay policy, winning 94% support after consulting the top 15 investors.
  • Led the search for a new CEO as chair of the nomination committee, appointing an external candidate within 7 months.
  • Joined a private equity-backed board as independent chair and guided the company to a sale at 2.4x invested capital in 4 years.
  • Oversaw the response to a cyber incident as audit committee chair, including disclosure, regulator contact and a review of controls.
  • Introduced a board skills matrix and annual external evaluation that shaped 3 subsequent appointments.
  • Chaired the independent committee reviewing a takeover approach, securing a 22% higher final offer for shareholders.
  • Brought 12 years of Indian and Southeast Asian market experience to a board planning its first expansion into the region.
  • Steered a nonprofit board through a merger of 2 charities with combined income of £45 million.
  • Reviewed and approved the internal audit plan for 4 years, with 100% of high-priority findings closed on time.

Skills to list

Hard skills

  • Committee chairing (audit, risk, remuneration, nomination)
  • Corporate governance codes and listing rules
  • Financial reporting and audit oversight
  • Risk appetite and internal controls
  • Executive pay and incentive design
  • CEO and board succession
  • M&A and takeover oversight
  • Sustainability and climate reporting
  • Regulatory frameworks for your sector

Soft skills

  • Independent judgment
  • Challenging management constructively
  • Building consensus in the boardroom
  • Discretion
  • Mentoring executives

Certifications and licenses worth listing

  • Professional qualification behind your board skill: for audit chairs, a chartered accountancy body such as ICAEW, ACCA or CIMA in the UK, or a CPA licence in the US. Many audit committees need at least one member with recent and relevant financial experience.
  • Chartered Director (CDir) or the Diploma in Company Direction from the Institute of Directors: respected UK credentials for directors.
  • NACD Directorship Certification: the main governance credential for directors of US companies.
  • Regulatory approval: for banks, insurers and building societies in the UK, list any Senior Managers Function you are approved for (for example SMF10, Chair of the Risk Committee).

Length and format

Two pages, with a separate one-page board biography if the search firm asks for one. Lead with board roles and committee chairs, then the executive career that earned them, then charity boards and qualifications. A board skills section helps the nomination committee map you to its skills matrix.

Common mistakes

  • Sending an executive resume with board roles at the bottom. Board seats and committees go first.
  • Listing duties of the board (“attended board meetings”) instead of decisions you led or influenced.
  • Disclosing board discussions, unannounced deals or confidential votes. Stick to what is public.
  • Taking on so many seats that time commitment becomes a question. Show your current load honestly.
  • Leaving out the committee you could chair. Nomination committees often hire for that one gap.

Questions and answers

What is the difference between a board CV and an executive resume?

A board CV leads with governance: board seats, committees, the board skill you bring and the decisions you oversaw. An executive resume leads with operating results. Most directors keep both and a short third-person biography.

How do I get a first non-executive director role?

Start where your executive skill is scarce: a smaller listed company, a private equity-backed business, a mutual, an NHS trust or a charity board. Present to your own board as often as you can, and use the first-role summary above as a model.

Should a board CV include the executive career?

Yes, but shorter than on an executive resume: one line of scope and two or three results per senior role. The executive career explains the judgment and experience you bring to the board.

Is “non-executive director” used in the US?

US companies usually say “independent director” or “outside director”. Use the term your target board uses; the content is the same.

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