Reference: GILA/ID/WID-024/RE

Board seat: Independent Director, Non-Executive

Primary board location: Mumbai Metropolitan Region with project-site reviews

Meeting model: Five board meetings, quarterly Audit/Risk and three site/customer reviews

Status: Confidential live-search specification; client identity released only after conflict clearance and NDA.

The anonymised enterprise A listed residential developer focused on redevelopment and mid-income housing, using project SPVs and joint-development arrangements rather than outright land ownership for much of its pipeline.

Annual bookings are ₹5,000–7,000 crore. The board is refreshing composition as the company enters larger society-redevelopment projects and increases institutional debt.

The board problem and strategic reason for appointment The director’s charter is customer delivery, project cash integrity and joint-development governance. Gender is relevant to board composition; it is not the functional qualification.

The board is not buying a credential. It is appointing an independent decision-maker who can convert this problem into a governed sequence of choices, evidence and accountability. Success will be judged by the quality of decisions and control improvement, not by the number of recommendations made.

Board position, authority and interfaces

Member of Audit and Stakeholders Relationship Committee; Chair of Customer & Project Risk subcommittee. The appointee will have direct, unfiltered access to the Company Secretary and to the relevant control-function leaders. Any advisory support requested by the board must remain management-executed: the director sets questions, tolerances and evidence standards, but does not become an executive or consultant.

First 12–18 month strategic charter

1. Establish project-level cash, escrow and completion-cost oversight; review society consent,



rehabilitation obligations and title-risk escalation before launch; govern customer complaints, delay communication, quality defects and handover closure; challenge related land/JDA transactions, channel-partner incentives and booking-cancellation metrics
2. Enter as a full board contributor with a defined committee and strategic charter; the appointment will not be framed or evaluated as a numerical diversity exercise.
3. Improve the quality of debate by testing whose evidence reaches the board, which stakeholder voices are absent, and whether succession and culture data reveal hidden concentration or conduct risk.

Decision profile sought

Essential evidence

- Woman leader in real estate, infrastructure, housing finance, construction, consumer services or legal-risk; audit/risk literacy; project and customer judgement

Differentiators
- Redevelopment or RERA operating experience; institutional capital or distressed-project completion exposure

GILA will assess functional authority first, sector relevance second, genuine independence and the confidence to resist being cast as the board member responsible for every people or diversity matter. Candidates should expect a case discussion based on an ambiguous board decision from this mandate, not a career-history interview alone. Independence, suitability and downside diligence The search will apply Section 149(6), Sections 164–165, Schedule IV and the applicable listing or sector rules to the entity’s legally verified status at the appointment date. Databank/proficiency status, listed-entity directorship and committee ceilings, pecuniary relationships,



relatives’ interests, recent audit/advisory work and interlocking directorships will be checked. The appointment is subject to formal legal and secretarial confirmation; this posting is not a substitute for that determination.

Mandate-specific screens: Broker, landowner, society, contractor or lender interests; personal property transactions with group entities; current competitor board or project advisory role.

Before accepting the seat, the candidate will receive under NDA the latest board composition, committee charters, material litigation/regulatory schedule, related-party map, last audited accounts, current D&O; policy and the specific risk papers necessary to make an informed liability assessment.

Twelve-month outcomes The board expects a capability-led appointment whose contribution is measurable in strategy, risk and committee performance—not only composition statistics. For this particular seat, the evidence will be:

- Project cash and completion exposure visible by SPV; high-risk consent/title gates closed before launch; complaints and defects measured through verified closure rather than call-centre disposal

Commitment, protection and economics

- Expected load: 22–28 days annually including project visits.
- Terms: Five-year term; committee-chair fee; construction, title, customer and securities D&O; coverage.
- Protection: Appointment letter, deed of indemnity where legally available, appropriate D&O; cover including discovery/run-off terms, access to independent advice under the board-approved protocol, and complete minuting of dissent.
- Equity: No stock options where the appointment is legally an independent-director seat subject to Section 149(9). Any private-company structure outside that perimeter will be expressly classified and separately advised; no equity is implied by this posting.

📌 Independent Director (Mumbai)
🏢 Gladwin International u0026
📍 Mumbai