By Athena Alliance

We recently hosted Andrew Hayward—veteran board recruiter, UK governance expert, and former Korn Ferry executive—for a candid salon demystifying this opportunity. With over two decades of experience placing board members across FTSE 100, FTSE 250, and private equity-backed companies, Andrew offered invaluable insight into how North American leaders can successfully navigate and thrive in the UK and European board ecosystem.

Here are the key takeaways…

1. Understand the Governance Gap: UK vs. US Board Norms

The most critical first step? Reframe your expectations.

UK and European boards operate under a “principles-based” governance model (comply or explain), versus the US’s “rules-based” SEC framework. That translates to a more flexible—but also more advisory—role. UK NEDs (Non-Executive Directors) provide oversight and challenge strategy but are generally not involved in operational execution.

Key distinctions:

• UK boards meet less frequently (7–8 times per year), typically in person.
• Flat compensation structures (no stock or options in PLCs) range from £50K–£90K.
• Directors are expected to travel, often at least 25 days/year.
• Committees are small, so you’ll likely serve on multiple.
• Cultural differences can be profound—slower decision-making, subtler communication, and a preference for consensus.

As one American director put it: “Sometimes the most direct path isn’t a straight line—it’s a curve with British nuance.”

2. Who Gets In? What UK and European Boards Want

Despite the complexity, demand is real—and growing. There are over 200 North Americans serving on FTSE 350 boards today, with more landing seats each year.

What’s driving demand?

• UK firms expanding into the U.S. market want in-market expertise.
• Boards are prioritizing diversity, international perspective, and digital fluency.
• Sectors showing the most demand include financial services, pharma, aerospace, retail, and tech.

If you bring experience in M&A, private equity, U.S. go-to-market strategy, or global scaling, you’re already aligned with high-demand skill sets.

But hard skills alone won’t win the seat. As Andrew noted, “Cultural fit is everything.” Boards are looking for candidates who understand their role, who listen well, and who can challenge constructively without dominating.

3. The Search Process Is Fragmented—Here’s How to Play It

Unlike in the U.S., where board recruitment often runs through a handful of elite firms, the UK market is highly fragmented. Boutique search firms often dominate board placement, and networking directly with Chairs is essential.

Andrew’s advice:

• Tailor your bio and CV to speak to governance—not execution.
  
• Develop a compelling “why UK” narrative.
• Leverage multiple channels: search firms, private equity networks, peer introductions.
• Be patient: this is a long game, and it may take 12–24 months.

And don’t discount the power of the “step-in” opportunity. Subsidiary boards or special security agreement (SSA/FOCI) structures—especially in global companies with U.S. footprints—can be strategic entry points.

4. Final Takeaway: This Is a Strategic Play—Not a Payday

If your primary motivation is financial, the UK board route may disappoint. But if you’re driven by intellectual challenge, global exposure, and purpose-driven governance, the opportunity is rich.

In Andrew’s words: “You’ve got to really want to do this. The most successful North American directors on UK boards see it not as a transaction—but as a transformational experience.”