Board Governance & Operations Consultant

Remote | Full-Time / Long-Term | ₦1,200,000–₦1,800,000 per month

About the Organization

We are supporting a large condominium community consisting of approximately 238 residential units, 10 businesses, and 400 residents. The organization has approximately 12–14 staff members and works with an external property management company.

The condominium is governed through a board structure, and we are looking for an experienced professional who can help strengthen how that board operates.

The Opportunity

We are looking for someone who understands how condominium, HOA, nonprofit, or similar governing boards actually work.

This is not primarily an administrative role. The organization needs someone who can assess how the board currently operates, identify gaps and risks, and build the processes needed before problems occur.

Today, some processes are developed reactively: an issue arises, the board addresses it, and then a process is created around it. The goal of this role is to move the organization toward a more proactive operating model.

The successful candidate will help institutionalize how the board operates so that decisions, responsibilities, communication, escalation, and recurring activities follow clear systems rather than being reinvented each time an issue arises.

• Assess the board's current governance and operating structure and identify unclear or missing processes, policies, responsibilities, and controls.

• Design and document repeatable processes for recurring board activities.

• Establish workflows for how issues move from identification through discussion, decision, implementation, and follow-up.

• Clarify responsibilities among the board, committees, staff, and external property management company.

• Create systems around board and committee meetings, including agendas, supporting materials, action items, decision tracking, and follow-up.

• Develop mechanisms for tracking board decisions and ensuring agreed-upon actions are completed.

• Create templates, checklists, calendars, and standard operating procedures that make board operations consistent.

• Establish systems for maintaining institutional knowledge so important processes do not depend on one individual.

• Identify potential operational and governance risks before they become significant problems.

• Develop escalation procedures clarifying which issues should be handled by staff, management, committees, or the board.

• Create processes for recurring situations involving residents, businesses, vendors, staff, and property management.

• Develop decision-making and accountability frameworks that clarify authority, ownership, deadlines, and follow-up.

• Establish structured communication processes between the board, approximately 400 residents, 10 businesses, staff, and the external property management company.

What Success Looks Like

Within the first several months, the successful candidate should understand how the organization currently operates, identify its most important governance gaps, and begin implementing practical systems to address them.

The governance framework should clearly answer questions such as: What happens when a problem arises? Who owns it? Who needs to be informed? Who has authority to make the decision? When does something require board approval? How is the decision documented? Who follows up? What recurring issues can be anticipated and addressed through procedures now?

The ultimate goal is to create a board that operates through established systems rather than institutional memory or reactive problem-solving.

Ideal Candidate

We are especially interested in candidates with direct experience working with or advising condominium or HOA boards, nonprofit boards, community associations, cooperative housing organizations, property or facilities governance organizations, membership-based organizations, or other organizations with formal boards and multiple stakeholder groups.

The strongest candidate will have experience building or improving governance systems, not simply attending board meetings or providing administrative support.

Qualifications

• 5+ years of relevant professional experience, with meaningful exposure to board governance, nonprofit operations, condominium/HOA governance, organizational development, or a closely related field.

• Demonstrated experience developing policies, SOPs, governance frameworks, workflows, or organizational processes.

• Experience working directly with senior leaders, board members, committees, or executive teams.

• Strong understanding of organizational accountability, decision-making, documentation, and stakeholder management.

• Excellent written communication and documentation skills.

• Ability to take an ambiguous organizational problem and turn it into a clear, practical process.

• Strong judgment and confidence to respectfully challenge existing practices when a better system is needed.

Strongly Preferred

• Direct experience with a condominium, HOA, nonprofit, or community association board.

• Experience conducting governance or operational assessments.

• Experience implementing systems in organizations that previously operated informally or reactively.

• Familiarity with board policies, committee structures, conflicts of interest, meeting procedures, governance calendars, and policy documentation.

• Experience coordinating between a governing board and an external management company.

What We Are Not Looking For

This is not simply a virtual assistant, executive assistant, property manager, or administrative coordinator position.

We need someone who can think at the systems level. The right person should be able to walk into an organization, understand how decisions currently get made, recognize where problems are likely to emerge, and say: “Here is the process we should put in place now so that when this happens, everyone already knows what to do.”

First 90-Day Priorities

Days 1–30: Understand the existing board structure, interview key stakeholders, review current policies and processes, map responsibilities between the board, staff, committees, and management company, and identify the most significant governance gaps.

Days 31–60: Prioritize those gaps and begin designing governance procedures, decision-making frameworks, escalation paths, meeting systems, accountability mechanisms, and standard operating procedures.

Days 61–90: Implement the highest-priority systems, train relevant stakeholders on the new processes, establish recurring governance routines, and create a roadmap for additional improvements.

How Candidates Will Be Evaluated

Candidates should be prepared to discuss a specific example of an organization or board where they identified an operational or governance problem and built a process to prevent that problem from recurring.

We are particularly interested in understanding what was happening before the candidate became involved, what risk or gap they identified, what process they designed, how they gained stakeholder adoption, and what changed as a result.

The strongest candidates will demonstrate that they do not simply solve individual problems—they build systems that prevent the same class of problem from happening again.