International Boards: How to Appoint a Cross-Border NED

Introduction: The Globalisation of Boardrooms

In the past, non-executive directors were drawn almost exclusively from domestic networks. That model is increasingly obsolete. Companies with international investors, multinational operations, or supply chains exposed to geopolitical risk need boards that reflect this complexity.

The result is a growing demand for cross-border NEDs — directors who can bring international perspective, navigate regulatory diversity, and connect boards with global best practices.

Appointing such a NED is not without challenges. It requires boards to rethink search processes, evaluate new skills, and anticipate governance complications that arise from multi-jurisdictional oversight.

Why Boards Seek Cross-Border NEDs

Boards pursue international NED appointments for four primary reasons:

1. Market Expansion – Companies entering new geographies need directors who understand local regulation, culture and competitive landscapes.

2. Investor Expectations – Cross-border investors, especially private equity and sovereign funds, increasingly expect global representation at board level.

3. Risk Management – From sanctions and tax structures to data sovereignty, international operations create risks that require informed oversight.

4. Strategic Connectivity – A NED with global networks can open doors for partnerships, capital access and regulatory navigation.

Qualities of an Effective Cross-Border NED

When boards appoint a cross-border NED, they should look beyond generic global experience to the qualities that make governance effective:

• Multi-Jurisdictional Fluency – Understanding how governance codes, regulatory frameworks and investor expectations differ between markets.

• Cultural Agility – Ability to navigate boardroom dynamics across different norms of debate, challenge and consensus.

• Geopolitical Awareness – Insight into how sanctions, trade disputes, or policy shifts impact strategy.

• Regulatory and Compliance Experience – Particularly important in telecoms, infrastructure and technology sectors exposed to cross-border regulation.

• Connectivity – Networks with regulators, investors and strategic partners across geographies.

Practical Challenges in Appointing Cross-Border NEDs

Boards must also anticipate the governance complexities that accompany these appointments:

• Legal Residency Requirements – Some jurisdictions require local directors on boards.

• Tax Exposure – Cross-border directorships can trigger unexpected tax liabilities for both individuals and companies.

• Communication Barriers – Time zones, language and board culture can complicate effectiveness.

• Over-Boarding Risks – International candidates may already hold multiple roles, limiting commitment.

Strong boards mitigate these challenges by working with specialist search firms, using legal and tax advisors early, and ensuring board culture supports remote and hybrid participation.

Questions to Ask a Cross-Border NED Candidate

When interviewing international NEDs, boards should ask:

• What experience do you have navigating governance across multiple jurisdictions?

• How do you maintain networks with regulators and investors in your markets?

• What lessons have you learned about cross-border board dynamics?

• How do you stay current on geopolitical and regulatory change?

• What red flags would you look for in our international strategy?

These questions help surface not only experience but also adaptability and foresight.

Case Example: Telecoms Expansion into Emerging Markets

Consider a telecoms company expanding from Europe into the Middle East. The board appoints a NED with experience in spectrum licensing and infrastructure investment across the Gulf region. Their insight helps anticipate regulatory hurdles, manage government relations, and attract local investment partners — advantages a generalist NED could not provide.

So What for Boards?

As companies globalise, governance must follow. Appointing a cross-border NED signals to investors, regulators and employees that the board is serious about international growth and resilience.

Boards that rely only on domestic perspectives risk blind spots in strategy, oversight and risk management. By contrast, boards that integrate cross-border expertise gain foresight, credibility and connectivity.

Board Conclusion

The appointment of an international NED is no longer a “nice-to-have” for globalising companies. It is a strategic necessity.

Boards that invest in cross-border expertise strengthen their capacity to navigate geopolitical risk, attract international investment, and oversee expansion responsibly. The best appointments blend governance fluency, cultural agility and global networks, positioning boards to compete in an interconnected world.

Bridge Connect advises boards seeking NEDs with cross-border and international expertise. With decades of experience in telecoms, infrastructure and investment across Europe, the Middle East, Africa and Asia, we bring a global perspective to boards navigating expansion and risk.

If your board is considering an international NED appointment, contact Bridge Connect for a confidential discussion.