In this episode of On Boards, hosts Joe Ayoub and Raza Shaik welcome Suzanne Brown, Director of New York Stock Exchange Board Services. She shares her unique career journey from law and the nonprofit world to board placement leadership at the New York Stock Exchange. 

Suzanne unpacks how NYSE Board Services was created to bridge the gap between talented board-ready individuals and the NYSE companies that need them. Suzanne also explains their unique “CEO-vetted” approach, the powerful influence of the NYSE brand, and the structural components that make their board placement program effective and trusted.

Suzanne leads an extensive network of over 1,000 CEO-vetted candidates.  The service averages 2 board searches a week for NYSE listed companies and since 2019 has helped place 50+ professionals on corporate boards. 

Key takeaways

1. NYSE Board Services background

• NYSE Board Services was created in response to an obvious but under-addressed problem: many qualified candidates were being overlooked for board roles due to lack of network access, not lack of ability. The service is free for NYSE listed companies.

• Every candidate that enters the NYSE Board Services network has been vetted by the CEO of a listed company, who personally nominated them. The Board Exchange connects C-suite professionals with board opportunities, focusing on readiness, visibility, and long-term support.

• The program is made of 3 C’s: Council, Candidates and Companies. The council is made up of a group of 24 prominent NYSE CEOs, the program has over 1,100 candidates and there are 2,400 companies with which the NYSE has built longstanding relationships.

2. Education is core to board readiness

• Suzanne explains that many of the candidates are first time board members. The NYSE Board Services team personally onboards each candidate and helps them prepare their profile and present their background, skill set and industry focus. 

• Candidates are also offered education through webinars and panels on topics such as global trends, governance, board culture, etc. All services are free of charge. 

3. Board tenure is rising, CEO tenure is shrinking

• The average tenure for a board member has increased from 8 to 10 years and continues to increase while the turnover rate for CEOs has gone down to 4.8 years as of last year, the lowest ever.

• The board holds the continuity, but Suzanne encourages startup and pre-IPO companies to proactively set board term limits and retirement ages. This removes the need for awkward conversations years later and helps institutionalize clear expectations for rotation and rejuvenation.

4. Future of NYSE Board Services

• Suzanne’s vision for the program is that every nom/gov of an NYSE-listed company will reach out to NYSE Board Services to refresh their board because the service is high-quality, high touch and successful. 

Quotes

“Our defining feature, our secret sauce, is that any candidate in our network has to be CEO vetted, and that means that a CEO of a listed company just has to personally vouch and stand for that person.”

“We're a trusted resource. It's a natural extension for listed companies to look to us.”

 “Part of what we do is make sure that our candidates… are aware of trends and understand what it's like to be in the boardroom, which is a unique culture.”

Links

nyse.com/board-services

Guest Bio

Suzanne Brown is the Director of NYSE Board Services, an exclusive resource dedicated to connecting highly qualified board candidates with NYSE-listed companies. She partners closely with CEOs and Board Directors to enhance governance practices and strengthen board leadership.

Suzanne leads an extensive network of over 1,000 CEO-vetted candidates, facilitating strategic matches between talented individuals and companies in need of fresh board perspectives. Since 2019, NYSE Board Services has successfully placed 50+ professionals on corporate boards.

 A Phi Beta Kappa graduate, Suzanne, earned a B.A. in History from the University of Vermont and a J.D. from Cornell Law School

In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Raffaela Rein,  a seasoned entrepreneur and board member with expertise in frontier technology and innovation-driven leadership. Raffaela began her career as an analyst at BlackRock, and launched three companies for the world's largest incubator, Rocket Internet, across China, Australia, and Taiwan before becoming an entrepreneur.

She serves on multiple corporate and private equity-backed boards, including Porsche, Mutares and International University IU. As the founder of WildWildVentures and CareerFoundry, she has scaled startups to 120-plus employees and advised many venture-backed businesses. Raffaela serves as a board member for the German startup Verband, where she helps improve legislation for startups.

Raffaela was named one of Forbes top women in tech, and she is among Europe's most influential women in startups and venture capital. She has built a career at the forefront of business reinvention.

Raffaela discusses her entrepreneurial journey as founder of BoardLens a new AI tool she is developing and how it will transform the future of board meetings and excellence in board members. 

Key Takeaways

1. Board effectiveness

• Only 30% CEOs rate their boards as effective. With an expectation that board members come to meetings well prepared, Rein recognizes that board members are tasked with consuming hundreds, and often thousands, of pages of information in preparation for meetings. It is an almost impossible task to complete a thorough review especially if you are if you have a full time job.
•  In Germany, it’s common for board members to hire consultants or a ‘chief of staff’ that will help them with their board responsibilities. Raffaela is creating a tool that will serve a similar role for board members worldwide.

2. How BoardLens can transform board meetings

• Raffaela anticipates launching BoardLens in mid-2025. It is an AI driven tool that is built to aid board members with meeting preparation, research, executive summaries, questions and risk analysis. It is meant to support board members while enabling members to fulfill their fiduciary duties and make a meaningful contribution in board meetings.
•  Raffaela likens BoardLens to hiring a personal Goldman Sachs analyst. It is trained with proprietary data and that will enable it to act, think and analyze like a board director. 

3. Human edge is still crucial

• While AI can process vast data and respond quickly, human directors can provide intuition, pattern recognition, and emotional intelligence—skills developed through lived experience that are essential in nuanced decision-making.
• As technology advances, AI is bound to replace some human roles but to maintain the balance between AI and humans, Rein suggests thinking about how people are able to provide a unique and individual perspective to issues on a board’s agenda.

4. Privacy and confidentiality concerns

• Uploading board packets into non-enterprise AI tools can be a confidentiality risk. BoardLens, however, will be trained to only read one organization’s board materials and will not cross share data. Rein explains that the company's IT department will be able to access the software’s security suite.

Quotes

”Here in Germany we have this system that you can get a consultant or chief of staff who actually helps you, not just with your preparation, but also with thinking things through deeply, doing deep market research, basically doing weeks and weeks of work to help you prepare for a board meeting.”

“I don't like the word 'Copilot' for BoardLens because it feels too passive. I like the word “analyst” because if you think of a Goldman analyst, they will do their best to really make you shine and to prepare you, so you should think of it as an analyst that fights for you.”

 ”The breadth of expertise and the breadth of knowhow you need to have and need to gain very rapidly as a director these days is significant and has accelerated dramatically in the last five years.”

Links raffaelarein.com

https://boardlens.ai/

https://www.pwc.com/us/en/services/governance-insights-center/library/board- effectiveness-and-performance-improvement.html

Raffaela Rein Bio

Raffaela Rein is a seasoned entrepreneur and board member with expertise in frontier technologies and innovation-driven leadership.

She serves on multiple corporate and private equity-backed boards, including Porsche, Mutares, and the International University IU.

As the founder of WildWildVentures and CareerFoundry, she has scaled startups to 120+ employees and advised venture-backed businesses.

Named one of Forbes’ Top Women in Tech, Capital’s 40 Under 40, and among Europe’s most influential women in startups and VC, Raffaela has built a career at the forefront of business reinvention and innovation driven leadership.

She began her career at BlackRock and launched three companies for Rocket Internet across China, Australia, and Taiwan before becoming an entrepreneur.

In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Lynn Clarke, an experienced leader in family board governance who has served on more than a dozen family and private equity-backed boards including as an independent chair and lead director.

Lynn is also a strategic advisor and mentor and has served on boards spanning from beverage and food services to e-commerce and manufacturing.  Lynn has mentored next generation board members and leaders throughout her career and  was named the Private Company Director of the Year by National Association of Corporate Directors in 2022. She also serves as one of three judges for Deloitte’s best managed private company awards program.

Key Takeaways

1. Interviewing for a board role

• With years of experience serving on boards, Lynn advises aspiring board members to carry a passion for the business, its products and what the company does. It’s important to understand why you want to serve on a board, what value you add and what new perspectives you believe you will bring. She advises to make these points clear when you are interviewing for a board seat. 

2. New boards vs. existing boards

• Newly formed boards offer a unique opportunity to build the culture, rhythm, and structure of governance from the ground up, but its success is dependent on the principal shareholder(s), who will define the culture of the board and company. Shareholders set the tone.

3. Knowing when it’s time to leave a board or offboard a member

• Having the self-awareness is key to knowing when it’s time to leave. Lynn suggests asking yourself, “am I still a good fit?” and “do I like what I'm doing on this board?”, “Am I enjoying the discussions at the board meeting?”, “Do I feel as though I am contributing to the growth of the company?” If the answers are no, maybe you need to consider stepping out. 

• Offboarding a member is one of the challenging aspects of board governance, especially in close-knit or long-tenured groups. It requires direct but respectful conversations from the lead director, board chair, or governance chair. 

• Whether a board member is being asked to leave due to performance issues or company changes, Lynn recommends treating it like a celebration and acknowledgement of the person’s service on the board, almost like a retirement. 

4. Board evaluations make it easier to provide ongoing feedback

• Even private and early-stage boards benefit from formal assessments. Annual board effectiveness and peer evaluations help surface underlying issues in board dynamics and performance. Peer evaluations can be sensitive for company boards, so Lynn suggests introducing different types of evaluations in parts. 

Quotes

“ABARTA Coca-Cola was one of the first family-owned businesses I know to really think about independent governance. There were a majority of independent directors on a board, had a high quality strategic plan that is really a living, breathing document and a good family council or an ownership council. Those are the three things that take a business from Gen 1 or 2 into 3, 4, 5, 6, and beyond.”

 ”I take my commitments to the companies and the families that I work with 100% seriously the same way that I did in running a company or working for a Fortune 50.  When you join a board, you are committed to that organization. You're a fiduciary. Why would you do this unless you really wanted to help make an impact, and the only way you can make an impact is to take what you do seriously.” 

 ”The first thing you need to think about when you've been approached about joining a board: can I really make a contribution? I also think passion for the business is really important, passion for the product, the service and what the company does is really important.”

“ It's important when you're on a newly formed board to think about what you know from boards that have been around for a while, and how you apply those learnings to help support the formation and the development of the new board.”

“Do I enjoy the conversations? Am I feeling like it’s a good fit?” And no matter how many years you’ve been on the board “do you like what you’re doing?"

Links

Four Key Questions to Ask Yourself

How to Be an Exceptional Director

Board Refreshment — When Is It Time?

getonaboard.com

Guest Bio

Lynn has extensive experience in family board governance, having served on more than a dozen family and PE boards as Independent Chair/Lead/Director. She also is a Strategic Advisor & Mentor to Family Board Chairs for Vitamix and for a Coca-Cola Bottler. And Lynn has mentored next generation board members & leaders. Her industry experience spans CPG, beverage, food, food service, e-commerce, digital, retail, manufacturing,and supply. She currently serves as an Independent Director on several boards, including Vollrath Manufacturing, Just Born (the PEEPS company), Basic American Foods and Kalsec Global Flavors.

As an executive at PepsiCo, Lynn gained expertise in corporate strategy, operations, manufacturing, brand strategy, marketing and sales. She was named The Private Company Director of the Year by the National Association of Corporate Directors in 2022. Lynn also serves as one of three judges for Deloitte’s Best Managed Private Company program and frequently speaks and writes on effective family business governance.

In this episode hosts Joe Ayoub and Raza Shaikh welcome Susan Leahy, the founder of Robert’s Rules Made Simple. Susan has trained and advised thousands of board members, board chairs and others on how to master Robert’s Rules of Order, to help lead and participate in productive meetings. 

Key Takeaways

1. History of Robert’s Rules of Order 

• • Robert’s Rules of Order is a decision making process developed in the 1800s by General Henry M. Robert, who was frustrated by disorganized meetings. Roberts created a guide, first published in 1876, which summarized and simplify parliamentary procedure to make understanding how to run an effective meeting accessible to everyone.  It has, over the years, evolved into a detailed 700-page reference guide.

 2. Susan’s journey to Robert’s Rules 

• • Leahy was first introduced to Robert’s Rules when she and her mother enrolled into a local junior college course to learn about how to run   an effective meeting. At that time, Leahy’s mother served on an all-male city council board and found that during the meetings, discussions and decisions weren’t clear. Understanding Robert’s Rules gave her mother confidence in the meetings  and she was able to find her voice and she was able to be of service “ and she was able to find her voice and she was able to be of service.”

  • Susan began using Robert’s Rules in high school and at college in connection with student government and became known for running effective meetings

 3. The value of effective board meetings

• •   Robert's Rules of Order increases the likelihood that meetings will be productive.

  • At its core, the Rules are about promoting clarity and action. By following the Seven Fundamental Motions of Robert’s Rules meetings become more productive

  • Robert’s Rules is only used to handle the business of meetings, not the entire meeting. Once board members learn the basics,  then the board's productivity increases exponentially.

  • Robert’s Rules are intended to provide everyone in the boardroom with a “common language” to help foster productive discussion and decision-making regarding the business of an organization.

4. The role of a parliamentarian in board meetings

• • A parliamentarian is a resource for the chair, ensuring meetings stay on track. The chair ultimately makes the final decision but can consult with the parliamentarian whenever needed.

Quotes

 ”When you are on a board, you're either handling information items or business items, and when it comes to the business of a board, everyone on that board needs to understand the decision making process they're using in order to be productive and drive action.”

 ”You do not need to be a parliamentarian to use Robert's Rules of Order. It is a reference guide there to support you in making business decisions.  That's important because if people do not have a common understanding about how you're making business decisions, it's can create tension, mistrust, frustration - and it's going to waste a lot of time”

 ”What we do is put an emphasis on providing training that's going to make us more high functioning. How are we going to not just get it “right” how are we going to be healthy?  And that's why I focus on healthy board dynamics and using Robert's Rules of Order as a tool to leverage a healthier dynamic on your board.”

Links

Robert’s Rules Made Simple

Guest Bio

Susan Leahy, MA CSP, is a dynamic and highly engaging speaker, trainer, and facilitator specializing in board development, leadership, and effective meetings. As the founder of Robert’s Rules Made Simple, established in 2004, Susan has empowered thousands of board members, board chairs, and support staff to master Robert’s Rules of Order, transforming meetings into productive, efficient, and empowering experiences.

A sought-after expert in communication, leadership, and group decision-making, Susan has worked with organizations of all sizes—from nonprofits to Fortune 500 companies and government entities. She is the creator of the acclaimed "Chair a Meeting with Confidence" program, designed to help board chairs lead with clarity, authority, and ease.

With a Master’s degree in Applied Behavioral Sciences from Bastyr University, Susan combines deep expertise with a refreshingly engaging approach. Her unique background—being raised by a professional clown and a career Marine—shapes her signature style: energetic, impactful, and highly memorable. She has a rare talent for making even the most complex or dry topics both accessible and engaging, leaving her audiences empowered and inspired.

In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Tom Rosedale, a partner at the law firm of Nutter McClennen & Fish.  Tom serves as chair of the firm’s Corporate and Transactions Department and is a member its Executive Committee. 

Tom has 27+ years of experience as a corporate attorney and regularly advises public and private company boards of directors in tech, life sciences and more. He has also served on the board of directors of multiple companies including Caring Cross,  Vector BioMed, and AMD Global Telemedicine. 

The discussion with Tom underscores how evaluation processes can enhance accountability and productivity and address underperforming board members in a constructive manner.

Key Takeaways

1. Introduction of a board evaluation process

Tom discusses a company with a board of directors with strong members but with members who were distracted, unengaged and unprepared in meetings.

A new lead director pushed for change and asked Tom to work with him to develop and implement a peer evaluation process. The evaluation process was very well received, it included rankings of each board member, written feedback and questions on the functionality of committees. It had major impact on the function of the board and, ultimately, board composition. 

2. Addressing board member underperformance

Boards should apply some form of structured evaluation to regularly address performance issues and avoid abrupt dismissals. 

3. Encouraging board diversity to improve strategic oversight

A board composition that includes a diversity of perspectives whether by age, background, expertise or otherwise improves strategic oversight and innovation. Adding new members to the board as the company grows, changes, faces new challenges brings in different perspectives and approaches that will allow the board to perform at a high level. 

4. Board and shareholders impact on executive compensation 

Company executives used to receive compensation in the form of stock options but now many corporations are issuing stock, RSUs and guaranteed bonuses. Compensation amounts have increased exponentially over the last few decades, even though there is an increased focus on it. 

When it comes to executive compensation, board members need to remember that their role is to represent shareholders and to make the right decisions on behalf of the company. 

Quotes

"The evaluation process works well when there’s a culture of accountability and no surprises."

"Ultimately, board members must prioritize representing shareholders and making decisions in their best interests."

“ If shareholders feel that a board is approving compensation or not holding people accountable for poor performance, then shareholders should vote for other board candidates.”

“The best functioning boards are the boards that don't stagnate. It's boards that don't have all 65-year-old guys who come from the same industry.”

Guest Bio

Tom Rosedale chairs Nutter McClennen & Fish’s Corporate and Transactions Department and is a member of the firm’s Executive Committee. He primarily advises clients on public and private company securities law matters including public offerings, ATM transactions, registered direct offerings and equity lines of credit (ELOCs)), mergers and acquisitions (public and private), venture capital transactions, and general corporate matters.

Tom also represents family offices with their many diverse legal needs. He regularly advises public and private company boards of directors and clients on executive employment matters and incentive compensation arrangements. Tom also serves as outside general counsel to clients in various industries.

Prior to joining Nutter, Tom founded and served as the managing member of a boutique corporate law firm for 19 years. Before that, he served as Associate General Counsel of CMGI, Inc. and Vice President and General Counsel of AltaVista Company. 

Tom founded and co-founded several companies, including Corporate Filing Solutions (sold to Northwest Registered Agents), PackageFox (sold to Lojistic), Newfound Research, and Top Shelf Dog. He has served on the board of directors of multiple companies, including Caring Cross Inc., Vector BioMed, AMD Global Telemedicine (sold to Unidoc), Top Shelf Dog, Red Systems (dba Delegated.com and sold to Zirtual), and Newfound Research.

In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Andrew Sutton, an attorney with the law firm McLane Middleton and an expert on AI ethics and the use of AI in law. As a founding member of his firm’s AI practice group, Sutton brings his knowledge of AI to this discussion of the ethical, legal and governance aspects of AI. 

As AI continues to gain prominence, boards will have to consider how they can incorporate AI into companies and in the boardroom. Our discussion dives into the management of AI, implementation strategies and how to develop trust in the AI system. 

Key Takeaways

1.    Andrew Sutton’s background in AI

From building computers to founding an artificial intelligence group at McLane Middleton, Andrew has always been a tech enthusiast. His work spans a variety of areas, including cybersecurity, privacy, and AI’s role in corporate strategy.

2.    AI in the boardroom

Andrew emphasizes the importance of boards addressing AI proactively as technology continues to evolve. Companies must be prepared to discuss the implications of AI implementation at the highest levels, especially given the growing expectations from stakeholders.

AI is already embedded in everyday tools, cell phones and Internet browsers to name a coup-le of obvious places, but boards must become much more intentional in how they use generative AI.

3.    AI governance and organizational structure

A “top down approach” is key when it comes to AI governance. Boards should be collaborating closely with technology teams, consultants and managers to create clear policies and strategies for AI. 

Governance will require the coordination between various departments and committees to cover risk, business and IT. Some companies are appointing Chief AI Officers to drive implementation.

4.    Building trust in AI implementation

Companies need to create a robust structure with an AI model limited to company data and a person confirming the accuracy of the system’s outputs

AI models need to be well-maintained and frequently tested to ensure there are no biases or hallucinations. 

Quotes

“Taking that first step really needs to happen now, and that should be the emphasis for every board because I believe that the shareholders are expecting that the boards are going to be on top of this.”

“ AI is different because it changes the way that people work. It changes how human capital is deployed by adding a degree of automation into processes that were otherwise knowledge and education based and human decision oriented.”

“If you're not moving forward with this, you risk being left behind. It is transformative in a way where in 5 or 10 years you might not be a relevant player…” 

“An important part is having a robust structure in place that allows you to trust the AI… If you know that your data is good and your AI is limited to your data, and your model is tested and regularly maintained, then you can have confidence that what’s coming out of the AI is probably accurate.”

Guest Bio

Andrew Sutton is a founding member of McLane Middleton’s Artificial Intelligence Practice Group with work experience that includes Artificial Intelligence policy and ethics, the use of Artificial Intelligence applications by employees; acceptable use policies, Artificial Intelligence deployment/strategy, Artificial Intelligence application assessments, consumer protection concerns, robotics and the deployment of Artificial Intelligence technologies in the physical world. Andrew’s experience also includes cyber security, privacy and corporate work including complex transactional and real estate issues. 

Andrew is a co-author of AI and Ethics: A Lawyer’s Professional Obligations which is included in the American Bar Association’s publication Artificial Intelligence: Legal Issues, Policy, and Practical Strategies published in 2024. He is a founding appointee to the Massachusetts Bar Associations Artificial Intelligence Practice Group and a member of the Boston Bar Associations Senior Associates Executive Steering Committee. Andrew regularly presents to local and national audiences regarding matters involving the ethical use of artificial intelligence and the use of artificial intelligence in connection with the practice of law. 

Links

Corporate Governance Institute: Guide to AI in boardroom decisions

Artificial Intelligence: Legal Issues, Policy, and Practical Strategies

In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Dr. Angela Jackson, founder of Future Forward Strategies, an award-winning social entrepreneur, a global C-Suite executive, and an experienced board member. She discusses the board's role in holding leadership accountable for “people strategies” and ensuring companies remain competitive in a rapidly evolving business environment.

Her new book “The Win-Win Workplace: How Thriving Employees Drive Bottom-Line Success” will be published on March 11, 2025 and will be available from all major book retailers.

Key Takeaways

1.    Workforce Wellbeing as a Strategy:

○     Dr. Jackson emphasizes the importance of viewing employee wellbeing as a core business strategy rather than just a set of HR policies, noting that companies with high employee wellbeing see 23% higher profitability and 43% lower turnover.

2.    Board Oversight and Accountability:

○     Boards should regularly evaluate metrics such as employee engagement, retention rates, and turnover costs, and tie executive compensation to key people-related outcomes.

3.    The Role of Inclusion and Investing in Employees:

○     Despite changes in external policies, companies should maintain their commitment to inclusion to foster trust, reduce risk and drive business outcomes

○     Staying proactive on workforce sentiment helps companies respond to potential risks before they escalate.

4.    Grow Your Own Deep Talent Bench  Strategy:

○     Developing internal talent pipelines reduces turnover by 40%, increases employee engagement by 20%, and builds a more resilient organization. Companies prioritizing internal mobility fill 63% of open roles internally and are 2.2x more likely to outperform competitors.

5.    Mitigating Workforce-Related Risks:

○     Dr. Jackson highlights how companies can reduce legal risks and avoid reputational damage by staying consistent with core values and policies.

Quotes

“At its core, DEI was about creating workspaces where people could actually show up, be their best selves, and contribute. I’m not going to die on the sword of an acronym, but we must maintain that spirit.”

“Keeping our finger on the pulse of employee sentiment is going to be more important than ever. When there’s uncertainty at the highest levels in the country, that trickles down to the day to day.”

“Win-Win Workplace strategies protect companies from workforce instability, reputational damage, and labor crises in a tight labor market.”

“When employees love where they work and what they do, they tell everyone. They are our first customers if you’re doing it the right way.”

Guest Bio

Dr. Angela Jackson is the founder of Future Forward Strategies, a labor market intelligence, design thinking, and strategy firm that helps leaders transform organizations and develop the human capital infrastructure essential for maintaining competitiveness while driving positive impact. With a focus on public, private, and non-profit sectors, Dr. Jackson’s work centers on creating innovative solutions for the future of work.

As a lecturer at the Harvard Graduate School of Education, Dr. Jackson teaches the next generation of students about entrepreneurship in the education marketplace.

She was also the architect of the Future of Work Grand Challenge, a groundbreaking initiative designed to rapidly re-skill 25,000 displaced workers into living-wage jobs within 24 months. Dr. Jackson’s expertise lies in crafting a future of work that is inclusive and sustainable. She has shared her insights at prominent conferences such as TEDx, Concordia Summit, Techonomy, ASU + GSV, the U.S. Chamber of Commerce Digital Empowers National Summit, and Black Women Talk Tech. Her work and thought leadership have been featured in outlets including CNN, Stanford Social Innovation Review, Quartz, Harvard Business Review, and more.

Links

Win-Win Workplace: ​​https://www.readwinwinworkplace.com/

In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Lucie Claire Vincent, a global leader in consumer products and an independent board director, to discuss the vital role of risk governance in board effectiveness.

Lucie Claire shares insights from her distinguished career at Fortune 100 companies, her experience as an independent director, and her work with the Directors and Chief Risk Officers Institute (DCRO).

Lucie Claire also delves into the importance of earning the Qualified Risk Director (QRD) designation and the impact it has on boardroom discussions and decision-making. With her rich international experience and expertise in risk governance, she offers actionable insights for board members and aspiring directors on navigating the complexities of modern board oversight.

Key Takeaways

1. The Importance of Risk Governance in the Boardroom:
   • Lucie Claire emphasizes the board’s role in overseeing risk, particularly in a fast-changing environment where issues like AI, cybersecurity, and enterprise risk management dominate the agenda.
   • Positive risk governance can shift perspectives from mere risk avoidance to value creation.

1. DCRO’s Educational Programs:
   • DCRO’s Certificates in Risk Governance and Cyber Risk Governance provide comprehensive, globally recognized training for directors and executives.
   • These programs combine in-depth content, business case analysis, and cohort-based learning to enhance participants' ability to manage and oversee risk effectively.

1. Earning the Qualified Risk Director (QRD) Designation:
   • Achieving the QRD requires a rigorous self-assessment, relevant professional experience, and references, positioning individuals as experts in risk governance.
   • Lucie Claire describes the designation as akin to being a “qualified financial expert” for risk, making QRD holders valuable assets to boards.

1. Bringing Value to the Boardroom:
   • Lucie Claire’s certification has enhanced her ability to guide discussions on innovation, stakeholder engagement, and strategic planning with a risk-positive mindset.

• Her contributions have been particularly relevant in her role with technology and B2B organizations.

1. Who Should Pursue Risk Governance Credentials?
   • Current and aspiring board members, as well as senior executives, can benefit from these programs to build resilience, value, and trust within their organizations.

1. Networking and Continued Learning:
   • DCRO fosters a global community of risk professionals through events, newsletters, and case studies, providing ongoing learning opportunities for its members.

Quotes

"The concept of positive governance in risk-taking changes how you see risk. It’s about value creation and having a more strategic, long-term view of the business."

"The diversity of industries, thought, and verticals in my DCRO cohort enriched the conversations. It’s fascinating to see how risks are addressed differently across sectors."

"Most boards still place the risk component within the audit committee, but as risk becomes more complex, there’s a growing need for separate risk committees."

Guest Bio Lucie Claire Vincent is an accomplished leader in global consumer products, having held senior roles at Colgate Palmolive and Philip Morris International. She serves on the board of Toluna, advises startups in consumer technology, and is an adjunct professor at NYU’s School of Professional Studies. A lifelong learner, Lucie Claire holds multiple governance certifications, including a Qualified Risk Director designation from the DCRO Institute.

Resources and links

• DCRO Institute: www.dcroi.org
• Women Execs on Boards: https://weob.org

Episode Summary

In this episode of On Boards, Joe and Raza welcome Marc Schneider, an accomplished e-commerce and fintech executive with decades of experience building and scaling mission-driven companies.

Marc shares his entrepreneurial journey, including his tenure as co-founder and CEO of Zebit, a transformative e-commerce and fintech platform, and his current role as an Operating Venture Partner at Ulu Ventures.

The discussion dives into governance challenges in venture-backed startups, the evolution of boards from early-stage to IPO, and how founders can effectively leverage board expertise. Marc also discusses Ulu Ventures' commitment to supporting diverse entrepreneurs and shares insights into his innovative role as an “active” board observer and mentor to founders.

Key Topics Discussed

1. Marc Schneider’s Career Journey

• Background and Passion for Mission-Driven Companies: Marc’s journey began with his personal experience of financial hardship, which inspired his work at Zebit to provide credit-impaired consumers with fair access to products without interest or penalties.
• Key Roles: From managing customer service operations at ProFlowers to leading Zulily and founding Zebit, Marc’s career has been defined by innovation and scaling impactful businesses.

2. Zebit’s Business Model and Mission

• Zebit’s Unique Value Proposition: Providing underserved consumers with fair, interest-free payment options for e-commerce purchases.
• Challenges: Operating efficiently without typical revenue streams like interest or penalties, while predicting customer payment behavior with data-driven models.
• IPO Journey: Zebit went public on the Australian Stock Exchange (ASX) to access liquidity, even though the process posed significant challenges, including valuation issues and market unfamiliarity with its business model.

3. Board Governance in Startups

• Evolution of Boards: Marc discusses the progression of boards through funding stages, from limited investor involvement in early rounds to more structured and diverse boards in public companies.
• Lessons for Founders:
• Understand the dual role of investors as board members and stakeholders.
• Take an active role in shaping board dynamics and agendas.
• Prioritize chemistry and diverse perspectives in board composition.

4. Ulu Ventures and Supporting Diverse Entrepreneurs

• Ulu Ventures’ Mission: Backing women, minority, and diverse entrepreneurial teams using decision analytics to assess investments.
• “Active” Board Observer: Marc’s role involves mentoring founders, facilitating board discussions, and bridging gaps between management and governance.

5. Lessons Learned and Giving Back

• Persistence and Adaptability: Marc’s reflections on navigating challenges, from startup struggles to delisting Zebit, emphasize resilience.
• Mentorship and Legacy: By supporting young entrepreneurs, Marc hopes to inspire a cycle of giving back within the startup ecosystem.

In this episode of On Boards, Chris Cuddy, a seasoned executive and board leader with over 25 years of experience growing technology-enabled companies in both the private and public sectors shares invaluable insights into the evolution of a company’s board as it progresses through different growth stages.  He discusses how the board’s role shifts over time from hands-on support to formal governance.

His unique perspective is informed by his extensive career, including key roles in companies like Cheapflights, Engage, and ezCater, as well as his background in consulting, investment, and board leadership.

Key Topics Discussed:

1. Stages of Board Evolution in Startups
   • Seed Stage: Founders are often the primary board members, with activities blurred between governance and management. Chris recalls the “early days” of ezCater, likening the stage to “two founders and a PowerPoint.”

• Startup Stage: Boards begin to focus on defining product-market fit and may introduce angel investors. Chris describes his hands-on involvement with ezCater at this stage, from customer calls to financial planning.

• Growth Stage: The board’s role formalizes with the introduction of venture capital. The addition of independent board members and committees becomes essential in order to scale. Chris shares how ezCater’s board evolved to support rapid expansion across the U.S.

• Maturity Stage: The board is now primarily focused on governance, with a clear distinction between board and management roles. Chris reflects on how the board transitions into “maintenance mode.”

• Renewal or Decline: Boards help strategize paths to either reinvigorate or prepare for acquisition. Chris recounts his experience with Engage, navigating challenges during the tech bubble burst.

1. Key Traits of a Functional Board
   • Selecting board members with domain expertise, cultural fit, and a shared commitment to supporting the company.

• Chris discusses the importance of a highly functional board in advancing a company’s mission and creating stability.

1. The Role of the Board Chair
   • Chris highlights the importance of the board chair as a bridge between the founders and board members, ensuring transparent communication and balanced input.

• He shares insights on the unusual longevity of his role as ezCater’s board chair, attributing it to his ability to adapt as the board and company evolved.

1. Unique Challenges and Responsibilities in Early-Stage Boards
   • Chris describes the blurred line between governance and management in the initial stages, emphasizing that board members may often act as extensions of the executive team, especially in strategic, operational, and fundraising efforts.

1. Building the Board with Intentionality
   • Chris emphasizes the importance of selecting investors who bring value beyond capital, often influencing the board’s dynamic and direction.

• Chris and Raza discuss the need for careful vetting of potential investors and board members to maintain a cohesive and effective board culture.

Memorable Quotes:

• Chris Cuddy on the role of the board in the growth stage: "The ambition and time frames often require venture capital, but this step requires serious reflection. ‘Will this change the DNA of the company?’”
• Board dynamics: “A functional board isn’t just about expertise—it’s about cultural fit and motivation to support the founders and company’s best interests.”
• On the board chair’s responsibilities: “The chair is a bridge between board members and founders, ensuring transparent communication and insuring that everyone’s voice is heard.”

 Takeaways for Board Members and Founders:

• Understand the shifting role of the board at each company growth stage.
• Prioritize a balanced board composition that brings both expertise and alignment with the company’s culture.
• In early stages, board members often play a quasi-executive role, actively participating in operational decisions.
• For sustainable growth, founders and the board must align on long-term vision, values, and expectations for governance.