MEMO: Structuring Relations with a Hired Director

08.07.2026

Effective structuring of relationships with a hired (executive) director is a key element of successful company management and development. Clear interaction rules help minimize risks, ensure transparency in decision-making, and support constructive dialogue between shareholders and management.

Key aspects to consider:

1. Definition of roles and powers

 

• It is necessary to clearly define the boundaries of responsibility between the director and other participants in the business. This can be achieved through the company charter and internal documents (policies) regulating the director’s authority.
• Establish mechanisms for monitoring the director’s activities (reports, audits, shareholders’ meetings).

2. Business communication

• Set a format for regular meetings (monthly or quarterly reports, working meetings).
• Record key agreements in writing (minutes, business correspondence).

3. Financial and operational matters

• Define the procedure for approving budgets, major transactions, and strategic decisions, and enshrine it in the company charter and other internal documents.
• To minimize financial risks, it is advisable to set limits on the director’s independent financial decision-making and implement a mechanism for expense control and financial performance analysis.

4. Conflict resolution

• Establish procedures for dispute resolution (mediation mechanisms, internal governance rules). It is also important to maintain professional communication, avoiding the transfer of business disagreements into the personal sphere.

5. Creating a transparent decision-making system

• Develop a clear approval procedure for strategic decisions. This may be an internal document or an approval framework defining which matters require shareholder consent and which may be decided independently by the director. Such a structure helps prevent disputes and ensures control over key company processes.

6. Control and reporting

• Implement a KPI system to evaluate the director’s performance.