Governance Process Owner & Corporate Secretary

1. Secretary: be the secretary in the room

• Attend all management board, supervisory board and committee meetings across the group, tracking agenda, quorum, conflicts of interest and decision rights.
• Draft minutes and resolutions to regulator and auditor standard, based on Legal’s mandatory draft.
• Run the annual cycle (calendars, charters, evaluations, entity registers) and prepare DNB, KvK and UBO filings with Legal/Compliance sign-off.
• Own records management and access rights, and build controls with Risk and Internal Audit (audit trail, human sign-off, AI accuracy checks).
• Distribute minutes and decisions to the relevant teams.

2. Organiser: meetings run on time and end in decisions

• Own the annual agenda for each board and committee, and run a prep cadence with presenters.
• Send packs 5 working days ahead, with a pre-meeting brief and a standard board paper template (send back papers that miss the bar).
• Keep one register of decisions and actions (source, owner, due date, status, closure evidence), with automatic follow-up and escalation of overdue items to the chair.
• Benchmark against best practice in regulated banks and listed companies.

3. Builder: build it yourself

• Build the governance part of Finom’s company-wide AI brain with the AI team: meeting capture, minute drafting, action extraction, the register, board packs, reminders and exports.
• Design it so any meeting can run without you, with the chair appointing a stand-in secretary.
• Work hands-on in Notion, Gemini, Granola, Google Workspace, n8n, Langdock, Claude, Slack and email.

• Discreet (a must): You handle sensitive board, regulator, people and deal topics, and keep information and access rights tightly controlled.
• Delivers: You get every action closed on time by finding out why things stall, helping the owner, and escalating to the chair when needed.
• Direct and honest: You flag conflicts with earlier minuted positions in the moment, and record decisions exactly as they were made.
• Curious builder: You learn new tools and AI on your own, and keep asking until a decision is clear.
• Presence and service mindset: Board members and the regulator trust you from day one, and your success is a board that works well.

• Audit trail and process discipline. You have run or improved a governance, control or compliance process that was tested by an auditor or regulator, and you can show how the decision trail was kept complete.
• Proven discretion with board-level, regulatory or people-sensitive information, confirmed through references.
• at least 3 to 8 years in a board office, company secretariat, governance operations team or corporate law practice, at a bank, insurer, licensed fintech, law firm or listed company.
• Working knowledge of Dutch BV/NV and European bank-grade governance: what an audit trail is, why a regulator reads board minutes, how a two-tier board works, and the difference between executive and non-executive roles (MB and SB)