As much as the subject of interlocking directorate has received considerable attention and discussion within the Western corporate governance system, the practice, which was only noticeable in the Islamic Banking industry in the last two decades, remains a ‘terra incognita’ in the Islamic corporate governance world. In fact, there remains a dearth of references, discussions, case law or empirical research that have dealt with the subject of interlocking directorate or multiple board memberships of Sharia' scholars; neither within the vast nor specific field of the Sharia' law such as Fiqh Al-Muammalat (Islamic law of commerce) , which renders the study of the subject challenging. Although these interlocking Sharia' scholars operate in the capacity of a non-executive director (‘NED’), whose scope of works is more in the nature of consultancy than that of an executive director , the roles of the Sharia' board have undoubtedly evolved in recent years. From merely a separate corporate mechanism that warrants the Sharia' compliance of IFI (‘Islamic Financial Institution’)’s financial products and services, its roles and responsibilities have become more complex and more involved with the engineering and development of Islamic financial products in accommodating the divergent consumer needs and demands. This suggests that the functions of the Sharia' board are gradually evolving from mere advisory to a more executive role – rendering the discussion of this subject relevant to the study and development of Islamic corporate governance specific to the Islamic Banking industry.