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Non-Executive Director Paradise Circus

Job in Birmingham, West Midlands, B1, England, UK
Listing for: We Manage Jobs(WMJobs)
Full Time position
Listed on 2026-07-15
Job specializations:
  • Management
    Corporate Strategy
Job Description & How to Apply Below
Position: NON-EXECUTIVE DIRECTOR Paradise Circus

This isn’t about sitting quietly at the back of the room. We want someone who’ll bring curiosity, challenge thinking (constructively!), share insight from their own experience, and help guide smart decisions that benefit communities.

If you enjoy big-picture thinking, meaningful influence, and working with people who care deeply about public value while keeping things practical, purposeful, and occasionally even a bit lively this could be the perfect role for you.

Come help us steer the journey.

Role Summary

Birmingham City Council is looking to appoint two independent Non-Executive Director (NED) to act as objective members of the Board of Directors. The NED will contribute to the strategic direction and governance of the organisation and will play a key role in ensuring that Paradise Circus is run to high standards of integrity, safety and performance, consistent with Birmingham City Council’s expectations as shareholder.

The two NED roles are to be split as follows:

  • 1 x NED with significant accounting experience.
  • 1 x NED with significant legal experience.

Each NED will provide independent challenge, strategic insight and constructive support to the Board, helping to ensure that Paradise Circus delivers its strategy and business plans; manages risk and resources effectively; and delivers value for money and positive outcomes for Birmingham residents, the Council and other customers.

Main

Duties & Responsibilities

As an independent Non-Executive Director, you will share collective responsibility with your fellow Board members for the governance, strategic oversight and long-term success of Paradise Circus General Partner Ltd.

1. Set and oversee strategy and performance

  • Shape and challenge Paradise Circus’ long-term vision, strategy and business plans, ensuring they are realistic, evidence-based and aligned with Birmingham City Council’s priorities and risk appetite. Scrutinise and approve the strategic and annual business plans and hold the Board to account for their effective delivery.
  • Monitor performance against agreed objectives, budgets and KPIs, challenging under-performance and supporting corrective action where required.

2. Provide assurance on risk, finance and controls

  • Oversee and test the organisation’s risk management framework, ensuring key financial, operational, legal, safety and reputational risks are identified, assessed and managed. Interrogate financial and management information so that the Board can take well-informed decisions.
  • Seek assurance that internal controls, compliance systems and assurance arrangements are robust, proportionate and improve over time.

3. Uphold governance, duties and ethical standards

  • Discharge your duties as a company director in accordance with the Companies Act 2006, including the duty to promote the success of the company for the benefit of its shareholder, having regard to relevant stakeholders and wider factors. Promote and model high standards of corporate governance, in line with Paradise Circus General Partner Ltd’s Articles, Shareholder Agreement, and any relevant Birmingham City Council policies.

    Uphold the Nolan Principles of Public Life (Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty, Leadership) in Board behaviour and decision-making.

4. Strengthen stakeholder and shareholder relationships

  • Build effective working relationships with other Board members and senior officers of Birmingham City Council. Contribute to a transparent and constructive relationship with the Council’s shareholder governance arrangements (e.g. Group Company Governance Committee), helping ensure clear communication of plans, risks and performance.
  • Take account of stakeholder interests – including residents, customers, partners, regulators and staff – when weighing Board decisions.

5. Enhance Board effectiveness, people and culture

  • Contribute to Board evaluation and succession planning, including the appointment and appraisal of, where appropriate, other executive directors. Promote a positive organisational culture that supports safety, quality, ethical behaviour, equity, diversity and inclusion, and staff wellbeing. Participate actively in Board and…
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