From Executive to Non-Executive Director: Making the Pivot with Purpose
November 18, 2025
Here's my guide to making a successful transition!
Transitioning from an executive role to a Non-Executive Director position marks a significant career shift. By approaching this transformation with thorough preparation, clear objectives, and a positive mindset, you can establish yourself as a respected influencer in boardroom discussions. Your role as a NED extends beyond managing current affairs; it involves actively shaping the organisation's future direction.
A perspective from the executive search seat
Over the years, as a Partner in executive search, I’ve had countless conversationswith accomplished executives looking to pivot into non-executive director (NED) roles. While their leadership credentials are often unquestionable, what’s less understood is the mindset, positioning, and preparation required to succeed in the boardroom. I’ve seen what works—and what doesn’t. Here’s what I share with leaders serious about making this transition with clarity and purpose:
1. Understand the Role—and the Commitment
One of the first misconceptions I address with executives is that board roles are “less demanding.” In reality, a single NED appointment can demand 200+ hours a year, especially if the business is in transformation or facing challenges. It’s not about jumping in to fix things—it’s about overseeing, questioning, and supporting. If you’re not prepared to relinquish operational control and embrace stewardship, the timing may not be right.
2. Shift Your Mindset to Governance
The best board members I’ve worked with understand the difference between leadership and governance. They’ve made the conscious shift from “doing” to “challenging, guiding, and safeguarding.” Boards expect directors to think in terms of risk, culture, ethics, long-term value creation, and CEO performance, not quarterly KPIs. Those who succeed are fluent in the language of governance and bring
strategic judgment to the table.
3. Identify and Communicate Your Value
In search, I’ve worked with many boards who are clear on their needs—cybersecurity, ESG, regulatory insight, digitisation, stakeholder engagement, or entry into new markets. The NEDs who stand out are those who can articulate exactly what they bring to address those blind spots. Vague claims of leadership or commerciality won’t cut through. This is about pinpointing your boardroom value-
add—and backing it with evidence.
4. Leverage Your Network and Reputation
Most NED opportunities don’t come through job boards—they come through trusted recommendations and relationships. I advise all aspiring NEDs to be intentional: speak to your network, share your interest, and clarify what kind of board you're looking to join. Many of the most successful placements I’ve brokered have started with a simple but purposeful conversation.
5. Prioritise Cultural Fit
Boards don’t just assess skills—they assess chemistry. When supporting board appointments, I look beyond credentials to how a candidate listens, challenges constructively, and works within a team dynamic. Cultural fit is often the deciding factor. The best candidates demonstrate humility, emotional intelligence, and the ability to influence without dominating.
6. Target the Right Board Opportunities
Not all boards are equal. I encourage executives to be selective: research the company’s performance, strategic direction, and the makeup of the current board.Some of the most successful transitions I’ve supported happened when the candidate treated the process as a two-way due diligence, seeking alignment on values, time commitment, and expectations.
7. Prepare a Board-Ready CV
Many executives come to me with brilliant resumes, but they’re not board-ready. Aboard CV needs to focus on strategic insight, governance experience, stakeholder impact, and long-term thinking. It’s not about how many teams you led or budgets you managed—it’s about how you think, what you challenge, and what perspectiveyou bring.
8. Raise Your Profile
Boards need to know you exist. I often advise potential NEDs to increase their visibility—through thought leadership, speaking at industry forums, or joining advisory boards. A clear, consistent narrative about your board value proposition
helps ensure you're top of mind when opportunities arise.
9. Own the Interview
Board interviews are different. They’re less about proving competence and more about strategic dialogue. The strongest candidates I’ve placed asked insightful questions, demonstrated awareness of sector risks, and offered a unique lens on future challenges. They treated the conversation as a peer-level exchange, not a job interview.
"I believe a quality search process must go far beyond matching CVs to specs. It’s about getting under the skin of both the organisation and the leader, going deep into how results are achieved, not just what’s on the resume and this is why I believe my placed leaders stay longer than 18 months in their role”. With over 20 years in executive search and recruitment and more than 80 mandates delivered on the African continent, Nicki has played a key role in shaping Africa’s leadership landscape. Her work connects outstanding talent with opportunities that drive real change, from local communities to global markets. Personally, leading every stage of the process, Nicki ensures each appointment brings fresh vision and lasting progress. Nicki is passionate about Africa’s growth and focuses on what matters most: empowering leaders whose decisions ripple across industries and borders, helping to build a stronger, more dynamic continent. You’ve been unequivocal that leadership talent exists in Africa. How do you guarantee a great find for your clients especially in terms of culture fitness and also considering that many top talent may not be looking? The real challenge is never about whether talent exists, but how to uncover it, rigorously assess it, and connect it to the right opportunities. Having worked on more than 80 mandates across Africa, I’ve learned that a “great find” is always the result of a disciplined, nuanced process; understanding my client far beyond the job description, aligning a leader’s style, values, and motivations with the DNA of an organisation, uncovering unspoken cues, how decisions are really made, how people collaborate, what truly drives success, and ultimately what the organisation stands for. 84% of Executives are not actively looking for new roles so this is where genuine headhunting comes in, to ensure that due diligence in the talent pool has been undertaken. Mainly I invest in long-term, trusting relationships, engaging leaders with curiosity and exploring not just their ambitions, but also their sense of purpose. The conversation is never just about a change of role, but about how the right opportunity could unlock even greater impact. It’s the intersection of deep cultural insight on the client side, and authentic purpose alignment for the candidate, that ensures I deliver appointments that last and truly transform both careers and companies. ‘’Lived experience’’ – What should be the weighting for this- if any – in your view in executive/leadership searches for roles in Africa and why? For me, lived experience is a strong advantage, but it’s just one dimension in a holistic assessment. Where possible, I believe it should be Africans for Africa. Leaders who have lived and worked within African markets often bring an instinctive understanding of the cultural, political, and economic nuances that can’t be taught. They can navigate relationships and complexities that someone without that background might take years to learn, which is invaluable in roles demanding stakeholder trust, deep community engagement, or local sensitivity. Sometimes the best candidate is from the diaspora, or even an external leader; the crucial thing is whether their leadership style, purpose, and ability to adapt fit with the organisation’s DNA and the realities of the market. How about ‘’Global experience’’ – it seems to be becoming quite a routine criterion for very senior roles- Should it and if so, how do you assess cross- cultural dynamics in the search and filter for the relevant ‘evidence’ beneath impressive titles? Global experience can be valuable, but only if it’s truly relevant to the context. Titles alone can mislead; substance is what counts- how someone has navigated ambiguity, built relationships across cultures, and delivered results in unfamiliar settings. I look for concrete examples, how a candidate bridged gaps, drove alignment, or adapted their approach to local realities. I use competency-based questioning and written assessments to drill down on learning agility, emotional intelligence, and genuine curiosity about local practices. For me, global experience is a lens, not a checklist. The real test is adaptability and impact, not just international exposure. I saw data recently that about 40% of Executive hires fail in the first 18 months. In your experience, what key factors result in senior leader hires not working out? It’s striking but true and the reasons are rarely about technical gaps. The big ones are cultural misalignment, unclear or shifting expectations, conflicting demands. Readiness for change is also crucial; many are brought in to innovate, but if the business isn’t truly prepared to support that change, the hire is set up to fail. Lastly, purpose alignment matters deeply, in Africa, where leadership is as much about resilience and influence as strategy, leaders thrive only when their personal “why” lines up with the organisation’s mission. This is why I believe a quality search process must go far beyond matching CVs to specs. It’s about getting under the skin of both the organisation and the leader, going deep into how results are achieved, not just what’s on the resume, and this is why I believe my placed leaders stay longer than 18 months in their role. What should a candidate absolutely discuss with their impending employer before signing the dotted line that ‘recruits’ tend to ignore or minimise? Candidates need to have a frank, open conversation about expectations, culture, and alignment. What does success look like in the first 12 to 18 months? How are decisions truly made in this organisation? What kind of leadership style is valued here? These questions reveal whether a candidate’s leadership approach and purpose will fit. Too often, candidates ignore cultural dynamics and that misalignment, not technical skills, is what trips up otherwise strong appointments. It’s also essential to clarify the organisation’s true appetite for change. In short, candidates need to be sure they understand not just the role, but the context they’re stepping into. That conversation is often the difference between a short-lived tenure and a truly transformative leadership journey. A leader’s job is many things and definitely impact. Who is an impactful leader from an executive search recruiter’s point of view? From my perspective, an impactful leader makes a sustainable difference to an organisation, its people, and the wider ecosystem it serves, delivering measurable results, leaving behind a culture that’s stronger and a team that’s more resilient than when they arrived. They inspire trust and unlock the potential of others, refusing to centralize success around themselves. In Africa, the truly impactful leaders are those who combine vision with adaptability, navigating complexity and building credibility across different stakeholder groups; their decisions drive not just growth, but also serve a deeper purpose. I always say, the “how” is just as important as the “what.” This is why I use competency-based interviewing and structured assessments, to reveal how a leader has achieved impact, which is the strongest predictor of the impact they’ll make in a new context. What are the real drivers of talent leadership that enable leaders, their teams and the organisation to succeed? In my experience, the highest-performing organisations are those where talent strategy is embedded at the core. The most important driver is clarity of purpose. Leaders who know the organisation’s mission and whose “why” aligns with it can ignite their teams and attract other A-players. Purpose creates momentum, but it also brings the right people along. Culture matters greatly, leaders who intentionally build trust, empower individuals, and model accountability create environments where people want to stay and contribute their best. Capability development is equally vital, identifying potential, mentoring, and building robust succession plans means performance doesn’t depend on just one person. Developing internal capability can be transformational. Evidence-based decisions, using assessments and structured interviews, reduce risk and ensure the right fit. When purpose, culture, capability, and evidence-based decision-making align, leaders build teams that perform, endure, and continually raise the bar. A-players attract A-players, setting the tone for sustained excellence. Taking the issue of talent strategy further, Africa’s young population positions it potentially to be the skills market of the world in the near future- suppling at least 10% of digital workforce. How might this potential be converted into reality? That’s the billion-dollar question! At Africa Tech Summit 2025, this was one of the hottest topics and, in my view, it’s the very heart of Africa’s economic future. The potential is immense, but turning it into reality requires a multi-pronged, strategic approach. Education has to be reimagined, digital literacy and STEM must start early and the focus needs to shift from rote learning to critical thinking. Vocational training must be modernized, EdTechs that are making a difference scaled. Robust digital infrastructure is a must, affordable high-speed internet, accessible devices, and reliable energy, especially for rural communities. Building a vibrant ecosystem is also vital, innovation hubs, tech parks, co-working spaces, and strong public-private partnerships for curriculum design, internships, and investment. Governments must create clear, supportive policies that incentivise digital businesses and protect data and bridge the digital gender gap. It’s not just about global supply, we need to create compelling, well-paying jobs in Africa so talent stays on the continent. Remote work is a huge enabler, but Africa must be clear, it’s not just a cheap outsourcing option for the West. By focusing on these areas, Africa can become a genuine global powerhouse for digital talent. Many recruiters work for the client (organisation not the ‘candidate) but you seem to have built a strong reputation for how well you work with candidates. What drives your approach? My approach is anchored in the belief that clients are my candidates, and candidates should become my clients. The relationships I build are strategic, considered, and long-term, on both sides. I invest in understanding each candidate’s ambitions, motivations, and purpose, not just what’s on their CV. This trust means leaders come to me knowing I understand what makes them tick and can guide them towards opportunities where they’ll thrive. Networking is at the centre of my business, I believe in “birds of a feather,” staying close to high-calibre leaders, and building a network where knowledge, insight, and opportunity flow. This isn’t just filling roles; it’s building a community of exceptional talent. Treating candidates as clients ensures they are prepared, informed, and set up for success, which in turn means the leaders I place are engaged and deeply aligned with the organisations. The heart of it all, mutual respect and trust, and a process that always goes the extra mile to understand both sides. If Nicki were not in executive search, what line of career do you think you’d be i n and what strengths of yours would that be founded on? I could see myself in organisational psychology, leadership development, or strategic consulting. My core strengths are understanding people, uncovering their potential, and aligning that talent with real purpose. A key strength I leverage is my understanding of business, how it works, grows, and scales. This insight allows me to identify the leaders and specialists who won’t just fill a role, but will drive strategy, growth, and long-term success. I thrive on connecting dots, seeing patterns, and translating insight into action, whether that’s helping someone realise their ambitions or working with an organisation to unlock its leaders’ full capability. Fundamentally, it’s about impact. So even in a different context, my focus would remain, curiosity, empathy, strategic thinking, and a relentless commitment to helping people and organisations achieve their best. https://inspiration.shedistinction.com/2025/08/801/
In today’s competitive job market, where C-suite and senior executive roles are highly sought after, your CV needs to be more than just a document — it should be a powerful marketing tool that highlights your leadership impact, strategic expertise, and ability to drive organisational success. Whether you're pursuing a board position, seeking to lead a growing enterprise, or transitioning to a new industry, an exceptional CV can set you apart from the competition. Here are my five top tips to ensure your executive CV commands attention: 1. Craft a Compelling Executive Summary Your CV should begin with a well-crafted Executive Summary that immediately conveys your value proposition. This section should provide a succinct overview of your career, highlighting your industry expertise, leadership capabilities, and key accomplishments. Avoid vague generalities and instead focus on quantifiable results and your unique leadership impact. Example: “Results-driven C-suite executive with 20+ years of expertise in driving business growth, transformation, and operational excellence across diverse industries in Africa. Proven record of delivering multimillion-dollar revenue growth, leading digital transformation, and building high-performing teams. Experienced in engaging with boards, driving governance, and ensuring regulatory compliance.” Executive Tip: Tailor this section for each role, aligning your profile with the company’s mission, values, and goals. 2. Emphasise Quantifiable Achievements Executives are evaluated based on results, so focus on measurable achievements rather than just listing responsibilities. Use action verbs such as 'spearheaded' 'transformed' and 'accelerated' to demonstrate your impact. Key Areas to Highlight: Revenue growth and market expansion Cost optimisation and efficiency improvements Digital transformation and innovation Talent development and succession planning Example: Increased annual revenue by 45% by expanding into three new African markets and diversifying the product portfolio. Spearheaded a digital transformation initiative, reducing operational costs by 20% and enhancing customer satisfaction. Mentored and developed 10+ high-potential leaders, ensuring long-term organisational sustainability. 3. Tailor Your CV for Each Opportunity Generic CVs often get overlooked. To stand out, customise your CV for each position by emphasising relevant experience, accomplishments, and industry-specific knowledge. Analyse the job description and integrate relevant keywords! How to Tailor Effectively: Highlight industry insights, regulatory knowledge, and market trends. Showcase your experience in aligning organisational strategy with market dynamics. Demonstrate your ability to engage with stakeholders, drive governance, and manage risk. Executive Tip: Research the organisation thoroughly and align your CV with its strategic objectives. 4. Highlight Leadership and Strategic Impact As an executive, your ability to lead, inspire, and drive change is paramount. Highlight your leadership achievements, emphasizing your contributions to strategy formulation, organizational growth, and culture development. Key Leadership Contributions to Include: Board-level engagement and governance Stakeholder management and relationship-building Diversity, equity, and inclusion (DEI) initiatives Succession planning and leadership development Example: Chaired the Board’s Governance Committee, enhancing risk management and compliance frameworks. Led a company-wide diversity initiative, increasing female leadership representation by 30%. 5. Maintain Clarity, Consistency, and Professionalism Your CV should be easy to navigate, visually appealing, and free from unnecessary jargon. Stick to a two-page limit focusing on the last 10-15 years of experience. Use bullet points for clarity and maintain a consistent format with clean fonts, appropriate headings, and white space for readability. Additional Tips: Include a link to your LinkedIn profile for added credibility and to showcase thought leadership. Use a professional email address and ensure contact information is up to date. Executive Tip: Incorporate a skills section to highlight key competencies such as strategic planning, corporate governance, and operational excellence. Final Thoughts A well-crafted executive CV is not just about listing your career history, it’s about telling a story that reflects your leadership journey, impact, and potential. By focusing on quantifiable achievements, tailoring your CV for each opportunity, and maintaining a professional format, you can position yourself as the ideal candidate for any executive role. Ready to elevate your CV and secure your next executive appointment? Implement these tips and stand out in a crowded market. Interested in refining your executive CV or exploring new career opportunities? Let’s connect and discuss how to position you for success! Email: nicki@hallesearch.com
Take Starbucks , for example. In 2005, Jim Donald was appointed CEO. His retail experience was solid, but his leadership led to overexpansion, diluted brand value, and a decline in customer satisfaction. By 2008, Starbucks was struggling, and founder Howard Schultz had to return to rescue the company. The cost? Lost revenue, damaged reputation, and years of recovery. Why This Stage Feels Different By this stage, the adrenaline of early growth has faded. Complexity has taken its place, and the challenges are no longer solved by sheer effort alone. Scaling further isn’t about working harder—it’s about working smarter, with greater clarity and discipline. This is the pivotal moment where founders either evolve into CEOs or risk becoming the bottleneck to their own company’s growth. The Five Levers of Reinvention To unlock the next phase of growth, you need more than capital. You need a leadership team built for scale. Here’s what that looks like: 1. Strategy: Clarity Over Chaos Stop chasing shiny objects. Define a focused product and market strategy that everyone can align behind. Leadership question: Do you have a Chief Strategy Officer or a commercially minded COO who can turn vision into execution? 2. Go-to-Market Engine: Channels That Scale You can’t rely on founder-led selling forever; it doesn’t scale. Build predictable, repeatable revenue streams. Leadership question: Is your CRO capable of building a scalable engine or still leading from the front instead of empowering others to lead? 3. People & Structure: The Right Seats, The Right Leaders Your org chart is now a growth constraint, or a growth enabler. Leadership question: Do you have a CFO who can model scenarios, a Chief People Officer who can scale culture, and a team that can operate without you in the room? 4. Operating Cadence: From Founder-Led to System-Led Strategy isn’t an annual offsite anymore; it’s a living process. Quarterly planning, weekly reviews, and clear accountability. Leadership question: Who’s ensuring the business operates with a consistent rhythm, proactively, not just reactively? Do you have a COO or Chief of Staff who can embed operational discipline without compromising agility? 5. Scalability: Systems Over Heroics If everything still lives in people’s heads and decisions depend on you, growth will stall. Leadership question: Can your current team build systems, or do you need operators who’ve done it before? What I’ve Seen Firsthand I’ve sat across from founders at this exact crossroads. Two moments stand out: Case Study: The Stalled Scale-Up A SaaS company had reached £40M in ARR but growth had plateaued. The founder, still deeply involved in day-to-day operations, was personally approving every deal. Their “sales leader” was a high-performing individual contributor, newly promoted but lacking strategic leadership experience. We introduced a seasoned Chief Commercial Officer who had previously scaled revenue from £30M to £100M. Within 12 months, the company had a structured go-to-market strategy, churn had significantly decreased, and the founder was finally able to step back from the operational weeds. Case Study 2: The Wrong CFO at the Wrong Time Another client brought us in after burning through cash post-Series C. Their CFO was brilliant at fundraising but had never built a scalable finance function. We replaced them with a CFO who could implement forecasting discipline and scenario planning. That hire restored board confidence and unlocked support for the next phase of growth. These aren’t just hires. They’re inflection points. The right leader changes the trajectory. Why Executive Search Matters Here This isn’t just about filling roles; it’s about futureproofing the business. The wrong hire at this stage costs millions and years of momentum. The right hire? They unlock the next growth curve. The mandate is clear: Assess your current bench: Who scales, who stalls? Define the leadership blueprint: What roles, what capabilities, what sequencing? Hire for tomorrow, not yesterday: Operators who’ve navigated complexity, not just early-stage chaos. Don’t rely solely on personal networks when hiring; while familiar, they may not always identify the best candidate for the challenge. Conduct thorough due diligence and invest in a rigorous search process with an experienced partner to ensure you find the ideal candidate for the role and stage of growth. Reality Check Scaling a company is demanding. Most don’t make it through the transition from early growth to sustainable scale. If you’ve reached this stage, you’ve earned the experience and the opportunity to build something enduring. But be aware: the moment you feel you've mastered it, the dynamics shift again. The founder’s journey is anything but linear. Each phase requires a fresh approach. The difference now? You understand the terrain. You’ve navigated complexity, built resilience, and if you assemble the right leadership team, the next phase could be your most transformative yet. If you're preparing for the next stage of growth, ask yourself: Do I have the right team to scale effectively? Can I step back from day-to-day firefighting and empower others to lead? Am I hiring for where we’re going or where we’ve been? Let’s talk about how I can help you access the leadership talent that will shape your company’s next chapter.