1. THE CORE ESSENCE OF THE ENTREPRENEURIAL BOARD

Boarders I have met with decades of experience are always working on improving their Art – no-one has ever told me they know it all. So this lesson is one for everyone from wannabe-founder-one-day through to experienced founder, serial entrepreneur:

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2. ADVISORY DIRECTORS/BOARDS

Advisory Boards have many uses. In the US in certain Startups they can be more important than formal Boards. In the UK some Startups are so “owned” by investors/VCs that they are too “narrow” and an Advisory Board complements this gap. For ListedCos around the world the weight of not investors but Statist Corporate Governance can crowd-out Corporate Creativity so many listeds create them to offset that imbalance. Partnerships can be too introverted. There are so many use cases we perhaps should all have them! In a few slides we address 5 Simple Questions – Why? What? Who? How? and Challenges?

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3. THE NINE TYPES OF NED

If you are a Founder/CEO/Chairman never hire “just a NED” – hire a certain type of NED that fills a gap for your Company and your Board. We take a look at nine types of NED – which do you have? Which don’t you have that you would like to have? What do you want from your NEDs? How will you manage them over time?

If you are a NED what are your added-values? Are you crystal-clear about your real USPs or do you claim to be good at everything?

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4. THE COMPLEX CEO-CHAIRMAN RELATIONSHIP

A good Chairman was appreciated as a real asset by every interviewee that had one. However the relationship is complex. In extremis in NewCo the CEO hires and fires the Chairman in ListedCo the opposite. The Chairman is in theory neutral but in earlier-stage Cos this is not the case due to power/control lying with the founder(s). However day-to-day folks try and avoid hiring/firing (very distracting and time-consuming) and there are many interests to be balanced.

Along the growth curve at some point the Board reaches a tipping point beyond which the CEO becomes ever-more of an employee of his creation. Some founders forestall this eventuality but at the expense of their shareholders. In 13 slides we dive into this topic and focus on some key aspects of recruiting a great Chairman.

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