NED - Supply Chain and Logistics

Non-Executive Director (NED) Supply Chain and Logistics

Sector: Logistics & Supply Chain

Location: United Kingdom (with regular site visits)

Time Commitment: 2–4 days per month (initially higher during transition)

Remuneration: Competitive NED fee, with potential for additional responsibilities over time

Company Overview

A well-established, family-owned logistics business with a strong market reputation, consistent trading performance, and long-standing customer relationships. The company operates at a scale of £25m–£50m annual turnover.

Following the recent passing of the owner, the family has taken the strategic decision to step back from day-to-day management and explore long-term ownership and governance options.

The business is now entering a critical transition phase, requiring robust governance, strategic clarity, and experienced external guidance to determine and execute the optimal future pathway.

Due to the sensitive nature of the leadership transition and a desire to minimise any potential impact on clients, contracts, and employees, full company details will be shared at interview stage.

Role Purpose

The Non-Executive Director will provide independent oversight, strategic guidance, and governance support during a period of ownership transition and leadership evolution. Acting as a trusted advisor to the family shareholders and the executive team, the NED will play a central role in evaluating and navigating potential exit and succession options.

Over time, the NED is expected to become a long-term steward of the business, with the potential to transition into the role of Chair, acting as the primary “eyes and ears” of the family if ownership is maintained.

Key Responsibilities

Strategic Oversight & Transition Planning

Support the development and execution of a clear strategic roadmap during the transition period

Evaluate and advise on key strategic options, including:

·      Management Buyout (MBO)

·      Trade sale

·      Third-party investment (minority or majority)

·      Recruitment of a new Managing Director (MD) for long-term independent operation

·      Ensure alignment between shareholder objectives and business strategy

Governance & Board Development

• Strengthen corporate governance structures appropriate for a transitioning ownership model
• Provide independent challenge and constructive input to executive leadership
• Help establish a high-performing board, potentially including additional independent directors

Leadership & Succession

• Support the identification, assessment, and appointment of a new Managing Director (if required)
• Mentor and provide oversight to the executive team during leadership transition
• Provide guidance on broader succession and people-related challenges across the business
• Ensure continuity, stability, and accountability in management

Transaction & Exit Support

• Work alongside advisors (corporate finance, legal, tax) to prepare for and execute potential transactions
• Ensure the business is positioned to maximise value in any exit scenario
• Provide commercial insight and negotiation support where appropriate

Shareholder Representation

• Act as a trusted intermediary between the family and the business
• Ensure clear, structured, and timely information flow between the board, management, and shareholders
• Provide concise, objective reporting to support informed decision-making
• Safeguard the family’s long-term interests, values, and legacy

Long-Term Stewardship

• Remain engaged with the business beyond the initial transition phase
• Potentially assume the role of Chair in the future
• Maintain ongoing oversight of strategy, performance, and governance on behalf of the family

Candidate Profile

Experience

Demonstrated experience in one or more of the following:

Business sale or exit processes

Private equity or third-party investment transactions

Management buyouts

CEO/MD succession and leadership transitions

• Direct experience managing succession situations or complex people-related challenges is highly desirable
• Experience working with family-owned or privately held businesses is highly desirable

Skills & Expertise

• Strategic thinker with strong commercial acumen
• Deep understanding of governance in privately owned businesses
• Ability to manage and simplify complex information, ensuring clarity for all stakeholders
• Experience navigating complex stakeholder environments
• Financial literacy and experience interpreting performance metrics
• Strong network of advisors and industry contacts (desirable)

Personal Attributes

• High integrity and independence of thought
• Widely regarded as a “safe pair of hands”, with sound judgement and a measured approach
• Diplomatic, discreet, and able to build trust in a sensitive environment
• Strong appreciation of confidentiality and reputational risk
• Emotionally intelligent, with the ability to build genuine rapport and credibility quickly at board level
• Strong interpersonal presence, with the ability to challenge constructively while maintaining alignment
• Resilient and calm in periods of uncertainty and change
• Willing to take a hands-on approach during critical phases
• Long-term mindset aligned with stewardship rather than short-term gain
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Critical Success Factor: Board Fit & Personal Resonance

Given the context of ownership transition and the family’s evolving role, personal engagement and resonance with both the board and shareholders will be critical to success.

The successful candidate will:

• Build trusted, authentic relationships with family shareholders and executives
• Demonstrate strong alignment with the values, culture, and legacy of the business
• Operate with empathy and sound judgement in a sensitive and potentially emotional environment
• Be seen as a credible, balanced, and stabilising presence during a period of change

This role requires not only technical capability and experience, but also a strong cultural and interpersonal fit, ensuring effective collaboration and long-term partnership.

Success Measures

• Delivery of a clear, agreed strategic direction within 6–12 months
• Successful execution pathway of a chosen ownership/exit pathway
• Establishment of effective governance and board structures
• Appointment and successful integration of new leadership (if applicable)
• Preservation and enhancement of shareholder value
• Smooth transition with minimal disruption to clients, contracts, and operational performance
• Clear, effective communication and reporting across all stakeholder groups
• Strong, trust-based relationships established with the board and family stakeholders