Board Members
matched in minutes from over 15,000 CVs with the power of AIBring in board-level expertise for governance, strategy, risk oversight, audit committees, growth decisions, or succession planning. Get vetted, available board professionals matched fast and precisely to your needs.
Meet FRATCH Board Members
Yves S.
Last position:
Owner and AI Operator at Path to AI
- Operational implementation of the growth levers of growing E-Com brands: SEO, GEO, SEA, shop, conversion, and automation of recurring processes.
- Building and managing specialized AI agent systems that work as roles (SEO, content, conversion, Shopify engineering) instead of single prompts.
- Working either as done-for-you execution or as done-with-you setup, where the brand's team can continue working on its own afterward.
- Customers and projects include TeamTex and Original Veddel, Störtebekker, ConstructionX.
- AI workshops and enablement formats for specialist and leadership teams, plus the joint webinar series AI Vibe Club with Xentral.
Dejan M.
Last position:
Head of Security - Hotel Security Services at HOTEL KRONE LECH
- Set up and managed operational security in an upscale seasonal hotel. Responsible for staff training, risk analysis, emergency and access management, security documentation, and coordination with hotel management, employees, guests, partners and authorities.
Vladislav P.
Last position:
Founder at Achird Advisors
Technical and financial advisory services related to portfolio management, direct investments, private equity and venture investments for family offices and other institutional investors
Matthias B.
Last position:
Member at Rotary – Passport Club Werderscher Markt
Jürgen S.
Last position:
Interim Manager – CSO, Member of the Executive Management at MIWE Michael Wenz GmbH
- Task: Operational leadership of all sales channels nationally and internationally with employees, sales agents, dealers and subsidiaries as well as international key accounts in the grocery retail sector. Further development and professionalization of sales and search for a new CSO.
Jürgen S.
Last position:
Interim CFO - Member of the Management Board at Transport catering company (NDA), group company, D; listed corporate group, CH
- Stopped the chaos: restructured the team, filled vacant IT roles, eliminated isolated solutions and consistently cut unnecessary elements
- Established consistent reporting and created security
- Managed recruitment
- Established IT alignment
- Implemented process standards
Uwe S.
Last position:
Technical Program Lead IPv6 Migration at Deutsche Rentenversicherung (RP, BW)
- Technical program ownership for the IPv6 migration at DRV RP and DRV BW, with a focus on migration planning, execution structure, and cross-functional technical coordination.
- Designed and implemented an operational control model with dashboard, action board, KPI portfolio, risk register, and decision index to translate technical topics into structured delivery artifacts.
- Coordinated technical groundwork for architecture and rollout across IPv6 addressing, segmentation, dual-stack target design, test-lab planning, and cross-team dependencies.
- Supported security and compliance-related requirements in the context of BSI, NIS2, and critical infrastructure, translating them into traceable evidence, risks, and management reporting.
- Achievement: Established a reusable intake-to-governance workflow for systematically capturing technical actions, risks, open issues, and evidence requirements.
- Achievement: Created an operational baseline for technical program execution with measurable KPIs, clear ownership, and transparent decision support.
Abd-Alla H.
Last position:
Board Member at Youth Association M3 and Charity Abrar
John E.
Last position:
Director, Founding Team → Non-Executive Director at GRP Energy
Part of the founding team that relaunched a battery storage business targeting residential, C&I, and utility markets in the Netherlands and UK.
- Developed market entry strategies
- Led "Storage as a Service" business model development
- Created financial models for capital raising
- Transitioned to a Non-Executive Director role in November 2025, which I continue to hold
Sven H.
Last position:
Independent Project Manager and Expert in Building Damage at Büro raumhoch1
Reshma R.
Last position:
Chief Transformation Officer and Member of the Executive Committee at APCOA
- Launched and executed a comprehensive Value Creation Plan (VCP), delivering 16% EBITDA growth in Year 1, outperforming the historic 10–12% trajectory.
- Achieved €80 million topline growth and a successful country divestment at a 17x EBITDA multiple, significantly enhancing shareholder returns.
- Accelerated digital transformation, consolidating operations onto a single platform and adding 1.3 million new users, scaling customer engagement and data monetization.
- Led operating model redesign in Year 2 to realize €5 million additional cost savings, embedding continuous improvement across the organization.
- Delivered a 60% uplift in fair market valuation within the first year, with the value creation roadmap fully institutionalized and on track for further upside
Tobias S W.
Last position:
CEO & Fouder at Wittbix
Cathrin H.
Last position:
Coach & Trainer at Self-employed
- Conducting one-on-one coaching sessions to support personal and professional goal achievement
- Developing customized coaching and training concepts for different target groups
- Facilitating training workshops on communication, leadership and personal development
- Analyzing development needs and deriving suitable learning and coaching measures
- Using various coaching methods and tools tailored to the client's individual situation
Michael T.
Last position:
CPO / Member of Executive Management at Aareon Group / Immo Software GmbH
- Transformed product organization, increasing customer base from 120 to 180 enterprise clients.
- Built and led cross-functional product and engineering teams of up to 60+ professionals.
- Key management contributor in M&A process and due diligence.
- Key contributor in carve-out and post-merger integration and company-wide restructuring, supporting the reduction of the organization from 220 to 110 employees, including downsizing of product and engineering units from 80+ to 30 FTE.
Benjamin T.
Last position:
Board Member at University of Digital Science (UDS Berlin)
- Advisor on topics of economic development, SME, digitization, technology and education in Europe incl. EU Commission, Middle East, Asia and North-Africa.
Discover over 15,000 top freelancers
Board Members statistics
Aggregated from the professional profiles of matched freelancers.
Experience
26 years
Position duration
3.3 years
Positions per freelancer
12
Top business areas
Project Management, Strategy, Information Technology
Top industries
Professional Services, Information Technology, Manufacturing
Certification focus areas
Project Management, Human Resources, Strategy
Bachelor's degree or higher
96%
Master's degree or higher
67%
Doctorate
11%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
95%
Based on our profile pool as of 15 Nov 2026.
Daily rate distribution
The chart shows how the daily rates of experts in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows the share of experts charging within that range.
Average rates for Board Members
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 15 Nov 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Board Members experts industry focus
See which industries our matched freelancers work in most often — every figure is calculated live from the freelancers on FRATCH.
- Professional Services (76%)
- Information Technology (64%)
- Manufacturing (47%)
- Education (36%)
- Energy (36%)
- Automotive (33%)
- Banking and Finance (33%)
- Healthcare (31%)
Please note that freelancers can work across multiple industries, so percentages overlap.
About the role
What they do
Board Members help steer a company at the highest level. They review strategy, challenge management, and support major decisions on growth, risk, financing, and leadership.
- Set direction and test strategic options
- Review performance, budgets, and major investments
- Strengthen governance, controls, and accountability
- Support CEO and executive succession decisions
- Contribute sector insight and an external point of view
A strong board profile is useful when a company needs more than advice. It needs judgment, structure, and a clear view on long-term consequences.
When companies bring them in
Companies often look for a Board Member when they are growing fast, entering a new market, facing investor pressure, or preparing for a transaction. Startups may need a non-executive director who can open doors and sharpen governance. Established firms often want an independent voice for audit, compensation, or risk topics.
Freelance board support also makes sense during transitions. That can include founder succession, restructuring, family business change, or the setup of a new supervisory board. Remote work is common for preparation and review. On-site sessions matter for board meetings, workshops, and sensitive discussions.
Core skills
Good board professionals combine commercial judgment with calm oversight. They do not run daily operations. They ask the right questions, spot weak assumptions, and help management focus on what matters.
- Governance, compliance, and fiduciary awareness
- Financial literacy and P&L understanding
- Risk assessment and decision discipline
- Experience with executive teams and investors
- Clear communication in high-stakes meetings
Depending on the mandate, companies may seek an independent director, non-executive director, advisory board member, or supervisory board member. The title changes, but the need is the same: someone who can challenge constructively and stay objective.
Strong results
The best Board Members are specific, prepared, and discreet. They read the materials early, connect the dots across functions, and help turn complex topics into decisions.
Typical deliverables include:
- Review and feedback on board papers
- Input on strategy, risk, and capital allocation
- Committee work in audit, finance, nomination, or compensation
- Support for governance frameworks and board processes
- Advice during M&A, fundraising, or leadership change
Companies usually know they have the right person when discussions become sharper, decisions are better documented, and management gets useful challenge without losing momentum.
Frequently asked questions
Need clarity? These are the questions we hear most often about Board Members.
A Board Member in a freelance setting supports governance, strategy, and oversight without taking over daily management. They join for board meetings, committee work, and targeted advice on topics such as risk, capital allocation, or leadership change. The role is about judgment, challenge, and accountability.
A freelancer makes sense when the need is temporary, specific, or tied to a transition. That can be a growth phase, a financing round, a restructuring, or a succession process. It is also useful when a company wants independent input before committing to a long-term board structure.
Look for strong governance experience, financial literacy, and the ability to challenge management constructively. A good Board Member understands the business model, reads board packs critically, and communicates clearly in high-stakes discussions. Sector knowledge helps, but sound judgment matters more.
A board role carries formal responsibility and a clear oversight mandate. An advisor can share opinions, but a board member is expected to help shape decisions, review risks, and stand behind governance processes. A mentor usually supports individuals, not the company’s governing body.
Not always. Many board tasks can be handled remotely, especially preparation, document review, and follow-up discussions. On-site presence is still valuable for annual meetings, strategy workshops, site visits, and sensitive conversations with the executive team.
Companies may search for an independent director, non-executive director, supervisory board member, or advisory board member, depending on the legal setup and governance model. The title can vary, but the core task is the same: oversight, advice, and challenge at board level. Always check whether the role is formal, advisory, or both.
Review their board track record, the kinds of decisions they have influenced, and the sectors they know well. Ask how they handle disagreement, risk, and confidential information. Strong candidates speak in clear terms, focus on what matters, and avoid taking over management tasks.
Early deliverables are often a review of board materials, a gap analysis of governance, and clear feedback on key strategic issues. A strong Board Member may also help define committee priorities, decision rules, or reporting expectations. The first value should be visible in better questions and clearer decisions.
The average hourly rate for Board Members is 139 €, which corresponds to a daily rate of about 1,114 € based on an 8-hour working day.
Of the freelancers working as Board Members, 96% hold at least a Bachelor's degree, 67% hold at least a Master's degree, and 11% hold a doctorate.
On average, freelancers working as Board Members have 26 years of professional experience, with a single engagement typically lasting around 3.3 years.
The most common languages among freelancers working as Board Members are German (96%), English (95%), and French (31%).
The most common industries among freelancers working as Board Members are Professional Services (76%), Information Technology (64%), and Manufacturing (47%).
The most common business areas among freelancers working as Board Members are Project Management (80%), Strategy (80%), and Information Technology (65%).
FRATCH Board Members main locations
Our freelancers and interim experts are at home all over Germany — available on-site in Berlin, Hamburg, Munich and every major business hub, or fully remote. Choose a city to discover matched specialists, local market insights and up-to-date availability.
Berlin 
Berlin Hamburg Munich Cologne Frankfurt Stuttgart Dusseldorf Leipzig Dortmund Essen Bremen Dresden Hanover Nuremberg In Austria our freelancers and interim experts support companies from Vienna to Graz — on-site where your project needs them, or fully remote. Choose a city to discover matched specialists, local market insights and up-to-date availability.
Vienna Graz 
Zurich Countries:
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Philipp Thomaschewski
FRATCH CEO
