Independent judgement, for exactly as long as it matters

All independent directors are non-executive (they have no day-to-day management role), but not all non-executives are independent. Independence means the director has no material financial, employment or family relationship with the company or its major shareholders. Singapore’s market, and SGX rules, define independence rigorously because independent directors give investors and regulators confidence that the board can challenge management credibly. Our directors meet SGX independence standards even for private firms, so your board is built to the highest standard from day one.

Not legally required for private companies. But increasingly expected by institutional investors, venture capital firms and PE partners before they commit capital. Family offices adopting professional governance structures now treat independent directors as standard, not optional. If you are planning to raise capital, prepare for listing, or attract institutional backing, independent governance is no longer optional, it is an investor expectation.

SGX rules define non-independence clearly: a director is deemed non-independent if they have been employed by the company or related entities in the past three years, hold significant shareholding, have material business ties, or have family relationships with major shareholders or senior management. Our vetting includes conflict assessments, shareholding checks and explicit conflict-of-interest declarations. Directors sign upfront conflict policies and recuse themselves from decisions where they might be compromised. This is a statutory requirement and a governance discipline we enforce from day one.

The SGX nine-year tenure cap became effective in January 2023 and means independent directors cannot serve longer than nine years aggregate. At the end of year nine, the director steps down or transitions to a non-independent role (if appropriate). Some companies then re-appoint individuals to advisory roles. The tenure cap exists to ensure board renewal and to keep independent thinking fresh. We plan succession proactively so you never face a sudden vacancy.

Typically two to four days per month. That usually covers board meetings (often quarterly, each one to two hours plus preparation), committee work if applicable (audit, remuneration), and periodic strategy calls or founder conversations. The commitment rises around defined moments, a fundraise, a transaction, a governance review, then settles again. Board members describe themselves as the company’s "compass", they set direction and watch for drift, but they do not run the business day-to-day.

Yes, if we match them well. Our network includes directors with deep Southeast Asia operating experience, founders, COOs and CFOs who have built and scaled businesses in Singapore, regional headquarters of multinationals, and family offices. Sector expertise is a core matching criterion, not an afterthought. We do not place generic corporate types; we match operators who understand your specific business context and can add strategic value alongside governance oversight.

Cost varies by stage, sector and role intensity, so we discuss this in your brief. What matters is that you are building value alongside governance: access to an executive’s networks, investor credibility, and decision rigour that makes every board conversation more informed. We source from a collective of 350+ verified executives, so the appointment process is efficient and the match is backed by real vetting, not guesswork.