How to Choose the Right NED for Your Board in 2026

Introduction: Why the NED Choice Matters More Than Ever

For much of the last century, the appointment of a Non-Executive Director (NED) was viewed as a governance box-ticking exercise. Boards wanted a steady hand to sit around the table, challenge management occasionally, and provide investor reassurance. In 2026, this model is no longer enough.

The right NED today is not just a custodian of corporate governance. They are a strategic asset: someone who can shape investment decisions, open global networks, and guide boards through the profound disruption caused by technology, geopolitics and regulatory complexity.

For companies in telecoms, infrastructure, technology and investment-intensive sectors, the selection of the right NED has become mission-critical. This blog sets out a practical roadmap for boards that are beginning their search process, highlighting the criteria that matter most, the pitfalls to avoid, and the questions that can help distinguish between a competent NED and a transformational one.

Step 1: Start with the Strategic Context

Every board search for a NED should begin with a clear answer to one question: what is our strategic horizon over the next 3–5 years?

• If the board expects significant capital investment (data centres, network upgrades, AI transformation), then financial literacy and investment oversight should be prioritised.

• If the company is entering new markets (international expansion, cross-border M&A), then a NED with proven global experience will create disproportionate value.

• If the business faces regulatory or geopolitical exposure (telecom licensing, national security concerns, ESG pressure), then a NED with deep policy understanding may be essential.

The wrong approach is to draft a generic “NED profile” and hand it to an executive search firm. The right approach is to map the board’s strategic needs and then overlay the NED competencies that address them.

Step 2: Define the Core Qualities of an Effective NED Candidate

While sector nuance matters, all strong NEDs share certain attributes. Boards searching in 2025 should look for:

1. Independence of Mind – The ability to challenge consensus thinking and break board “groupthink.”

2. Strategic Insight – Not just understanding financials, but the ability to link technology, investment and global trends to long-term strategy.

3. Governance Fluency – Strong grasp of fiduciary duties, committee processes, and the expectations of investors and regulators.

4. Technology Literacy – Even outside pure tech sectors, NEDs now need fluency in cyber risk, AI oversight, and digital resilience.

5. Global Perspective – For any board exposed to international markets, cross-cultural and geopolitical awareness is non-negotiable.

6. Investor Credibility – The presence of a respected NED can directly increase investor confidence and valuation multiples.

Step 3: Shortlist Based on Sector Relevance

Generic “portfolio NEDs” often bring governance capability but lack the lived experience of specific industries. For boards in telecoms, infrastructure and technology-driven businesses, sector depth matters.

• Telecoms & Infrastructure Boards need NEDs who understand spectrum, licensing, regulatory frameworks, and capital-intensive rollouts.

• Technology Boards need directors who can parse hype from reality in AI, quantum, and emerging platforms.

• Investment-Driven Boards need candidates fluent in M&A, due diligence, and investor relations.

Boards that overlook sector expertise risk appointing NEDs who cannot meaningfully contribute to the most pressing strategic discussions.

Step 4: The Interview Process — 10 Questions That Reveal Value

Boards often fall into the trap of interviewing NED candidates as if they were senior executives. But NEDs operate differently: they influence without operational control. The right questions help separate real value from polished CVs.

1. How do you add value to a board without stepping into management’s shoes?

2. Describe a time you influenced strategy in a boardroom setting.

3. What do you see as the biggest risks to boards in telecoms/technology/infrastructure today?

4. How do you keep current on emerging technologies and geopolitical issues?

5. What role should NEDs play in ESG and cyber resilience?

6. Have you chaired or contributed to an investment or audit committee?

7. How do you approach board disagreements or entrenched views?

8. What red flags do you look for in management reporting?

9. How would you challenge management on a major capital project?

10. What do you believe our board should be doing differently over the next 3 years?

Step 5: Watch for the Red Flags

Some NED candidates come with prestige but little practical value. Boards should be wary of:

• Over-extended “serial NEDs” who hold too many roles to contribute meaningfully.

• Ex-executives who cannot leave the operator mindset behind.

• Narrow governance specialists who lack commercial or strategic edge.

• Conflict-laden profiles with ties to competitors or suppliers.

Step 6: Align with Future Board Composition

Good boards think not only about the next NED appointment, but how the entire board composition will evolve. In 2025, most governance codes emphasise:

• Diversity of perspective (not only gender or ethnicity, but professional background and international exposure).

• Succession planning (future chairs often come from experienced NEDs).

• Committee balance (audit, remuneration, investment, ESG).

A strong NED appointment today should also be evaluated in terms of how they prepare the board for tomorrow.

So What for Boards?

Selecting the right NED in 2025 is no longer an optional governance exercise. It is a strategic act that can shape investment outcomes, determine resilience in crises, and enhance investor valuation.

Board Conclusion

The appointment of a NED in 2026 is, in effect, an investment decision. The ROI comes in the form of strategic guidance, resilience under pressure, investor confidence, and better governance outcomes.

For companies in telecoms, technology and infrastructure, the right NED is one who can:

• Bring decades of global, sector-specific experience.

• Bridge investors, regulators and management.

• Provide independent insight on emerging risks and opportunities.

Bridge Connect works with boards and investors navigating telecoms, infrastructure and technology disruption. With 40 years’ global CEO, strategy and investment experience, we help boards appoint and benefit from NEDs who add real strategic value.

If your board is beginning a NED search or exploring how to strengthen governance with sector expertise, contact Bridge Connect for a confidential discussion.