Article

The tech NED 2.0: from technical oversight to strategic influence

Heather Barnes 23 Jul 2025

Having worked closely with senior tech leaders, on both the client and candidate side, I’ve seen a growing shift in how boards think about digital expertise. It’s no longer enough to simply have someone techy at the table. The role of the technology NED is evolving fast.

Digital and technology expertise is no longer optional. It’s a must-have. But what boards need from a tech NED is changing. It’s less about technical detail, and more about strategic perspective, commercial relevance, and the ability to guide complex decisions.

The slow uptake of digital NEDs doesn’t reflect a lack of need – it reflects outdated appointment processes and gaps in digital literacy at board level. Boards that can change that, and bring in the right people to navigate AI, innovation, cyber risk, and beyond, will be far better placed to lead in a fast-moving, high-stakes world.

From tech oversight to strategic partner

The early tech NEDs were often retired CIOs or CTOs brought in to oversee cyber risk, IT infrastructure, and digital transformation. Their role was largely to provide reassurance – making sure the right systems were in place, and the right questions were being asked.

But the issues facing boards today go far beyond systems. Gen AI, data ethics, platform disruption, innovation cycles, and digital challengers are now on the agenda. The remit of the tech NED has shifted from operational oversight to long-term strategic thinking. Based on my conversations with clients and candidates, the most effective NEDs today are those who can translate technology’s potential into meaningful business impact – linking innovation to customer experience, commercial models, and future resilience.

So why haven’t more boards appointed them?

Despite the clear need, relatively few companies have added true digital or tech NEDs. A few reasons come up repeatedly in my conversations.

Limited board readiness
Many top digital leaders come from operational rather than governance roles. Boards often find it hard to identify candidates who combine deep tech expertise with the presence and experience expected in the boardroom.

Conservative selection practices
Boards tend to favor candidates who’ve already held NED roles, creating a catch-22. First-time NEDs, especially from high-growth, digital-first businesses, are frequently passed over, despite bringing valuable, real-world insight.

Narrow criteria
Traditional search frameworks prioritize sector experience, scale, or prior P&L ownership, which can filter out leaders who’ve driven innovation in less conventional environments like start-ups or product-led firms.

Capability gaps on the Board itself
If a board doesn’t fully understand the implications of digital disruption, it’s less likely to prioritize hiring someone who does. Several board chairs I’ve spoken with have acknowledged this gap – even admitting they’re not always sure how to assess digital candidates effectively.

AI guidance: a new priority for tech NEDs

In recent conversations, it’s clear that artificial intelligence is pushing boards into some of the most complex and unfamiliar territory they’ve faced in years. For many, AI isn’t just a buzzword – it’s an evolving challenge they’re unsure how to navigate.

Rather than asking technical questions, boards are wrestling with high-stakes strategic ones:

Where does AI genuinely create opportunity for our business model?

What are the reputational or regulatory risks if we get this wrong?

How do we ensure responsible oversight when most of us aren’t technical experts?

Do we even have the right people, data, or culture to respond effectively?

This is where the tech NED can offer huge value – not as an engineer or data scientist, but as a guide and translator. Several of the candidates I’ve spoken with recently are already helping boards get to grips with AI: explaining it in plain terms, identifying where it fits (or doesn’t), and shaping early frameworks for governance and risk.

As regulation around AI tightens across the UK, EU and US, the pressure is only going to grow. The boards I’ve seen respond best aren’t those rushing to adopt AI at speed – but those ensuring they have someone at the table who can link innovation to risk, opportunity to accountability, and hype to what really matters.

Boardroom influence, not just technical know-how

The archetype of the tech leader stuck in the back office is outdated. Today, we’re seeing more digital leaders who bring cross-functional experience, commercial fluency, and the ability to shape strategic conversations at the highest levels.

In fact, several of the candidates I’ve worked with recently are less concerned about showcasing their technical pedigree, and more focused on how they can contribute to broader boardroom debates around growth, talent, risk, and reputation.

Boards aren’t looking for someone who can write code or run an SAP deployment. They want someone who understands how digital platforms scale, how to monetize data, and how to drive innovation through culture. And just as importantly, someone who can talk about these things in plain language – linking them to shareholder value and long-term resilience.

It’s about perspective, not just skills

Digital NEDs often bring fresh thinking, not just technical skills. Many have grown up in start-ups, scale-ups, or digital-native businesses, and bring a different lens. They tend to make decisions faster, think customer-first, and focus more on purpose and ESG.

From my client conversations, it’s clear that progressive boards are becoming more open to first-time NEDs with digital expertise – if they can think strategically, challenge constructively, and understand the dynamics of boardroom influence.

What’s next?

Looking ahead, I can see three shifts that are already underway:

1.Digital as a thread, not a tech silo

Tech and digital strategy need to run through every board conversation, from risk to capital allocation to talent. The most impactful tech NEDs aren’t confined to the tech agenda.

2.The best NEDs stay curious

Technology doesn’t stand still. The strongest digital NEDs are lifelong learners with a growth mindset who stay close to new developments and don’t let their knowledge stagnate. This came through loud and clear in recent conversations with several candidates who actively seek out peer networks, read widely, and stay sharp by staying interested.

3.Raising the baseline for digital-speak

Boards can’t leave digital understanding to one person. The most future-ready boards are making digital understanding part of everyone’s toolkit – not leaving it to the expert!

Heather Barnes

Heather is a Partner in Leathwaite’s global Technology, Data & AI Practice, advising boards and executive teams on the leadership needed to drive digital transformation and enterprise innovation. She appoints CIOs, CTOs, Chief Data, AI Officers, CISOs, and other senior…

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