On Boards Podcast

Епизоди

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  98. Turning the Board into a Competitive Advantage with Betsy Atkins 16.09.2026 42мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh speak with Betsy Atkins, a three-time CEO, serial entrepreneur, and one of the most experienced public company directors in the U.S., having served on more than 38 public boards and through 17 IPOs. Betsy explains why a board stuck in an oversight mindset can never be a competitive asset, and what it actually takes for directors to lean into growth and innovation: mentoring the CEO, becoming a thought partner, opening doors, and thinking like an owner. She makes the case that the attributes that matter most in a director today are being active, brave, curious, and decisive – and offers practical questions for finding those qualities in a candidate. The conversation also explores the difference between a high-performing board and a change-adaptive one, drawing on Betsy's experience as lead director when an activist arrived, and closes with a hard look at AI governance – why boards should treat AI agents as an insider threat, tier their risk, and make sure the guardrails are actually being enforced. Key Takeaways A board becomes a competitive advantage by leaning into growth, not just oversight Reviewing last quarter and the annual plan is the minimum; companies thrive or melt depending on whether they stay relevant Directors should push the CEO and leadership team to be change adaptive – what's new, where the market is going, who the unexpected interlopers are In practice this means mentoring the CEO, connecting them with other relevant CEOs, becoming a thought partner on partnering ecosystems, and opening doors at the right level when invited Showing up four times a year is a transaction, not a relationship Reading the board package and attending meetings is table stakes, not the job Directors need to invest in the relationship with the CEO – meeting early, meeting outside the boardroom – before their help will be welcomed The highest standard is thinking like an owner: if I had to solve this, how would I go about it? Hire for resume reality, not resume match Board search can be a loss leader for search firms, which creates an incentive to place candidates who look perfect on paper rather than those who deliver value A functional expert from a large-cap company may not bring the generalist, entrepreneurial perspective a board needs The four attributes to seek: active (100% engaged), brave (courage to have meaningful dialogue), curious (open to new models and tools), and decisive (able to act with incomplete information) To test for courage, ask candidates about the hard things they've done, when they took a principled position against the group, and who they admire as courageous You're hiring for the bad times Everybody looks like a genius on a rising tide; equivocating and stalling are decisions too Duty of care means getting objective outside information, but the board is there to exercise business judgment – often with incomplete information Large-company executives are skilled at moving big organizations incrementally, which is the opposite of the personal decisiveness a board crisis demands A high-performing board is not the same as a change-adaptive board High-performing boards have excellent processes for the status quo; change-adaptive boards can absorb and act on something new At HD Supply, Betsy replaced a board dinner with a learning session on digital transformation, bringing in three outside firms so the board could build shared understanding together That shared learning "wove the fabric" that let the board process an activist event as a cohered team Change adaptiveness is a muscle that is often dormant in senior leaders and has to be deliberately created – or recruited for Engage with activists rather than refuse them Activists are shareholders, and there's a wide continuum between confrontational and constructive ones The initial "refusenik" reaction rarely works; the board should ask whether the activist might have a valuable idea and what it would cost to listen Who got you here is not who's going to get you there – the rate of change and the number of macro trends today are different from a decade ago and board composition needs to change accordingly AI governance is the next big thing boards are not ready for Use the cybersecurity playbook boards already know: zero trust, with AI viewed as an insider threat vulnerability Every agent needs a unique cryptographic identity and a human owner in the operating line who is accountable for its purpose and permissions Boards should ask management to tier agent risk: low (read-only), medium (reversible, bounded actions), high (irreversible or material actions such as payments, deleting databases, or exposing customer data) A policy on paper is not enough – someone has to verify there are logs and that incidents are tracked, algorithms are monitored for drift, and there is a way to disable an agent Technology expertise on the board is now a must-have, not a nice-to-have – broad and conceptual, not narrowly functional Board composition and tenure have to keep pace Boards should review their composition regularly, and duration of service probably has to change Companies are less likely to fail from cooked books than from irrelevance – and the glide path is much shorter than it used to be Quotes "It's very easy for boards to be in an oversight mindset. But companies thrive or they melt if they're relevant." "Coming [attending board meetings] four times a year is a transaction, not really a relationship." "Perfect on paper is not always perfect in reality. Perfect on paper is the difference between resume and reality." "You're hiring for the bad times. Everybody goes up with the rising tide." "You have to be decisive because equivocating is a decision. Stalling is a decision. Time is not your friend if there's something really wrong." "Who got you here is not who's gonna get you there." "AI should be viewed as an insider threat vulnerability. Every single agent needs to have a cryptographic, unique identity, and a human owner who's responsible for what is its purpose." "Blockbuster had a decade before Netflix took it out. I don't think you have two years anymore." Links betsyatkins.com Be Board Ready: The Secrets to Landing a Board Seat and Being a Great Director Behind Boardroom Doors: Lessons of a Corporate Director Guest Bio Betsy Atkins is a three-time CEO and serial entrepreneur who has co-founded enterprise software companies in the energy, healthcare, and software industries. She has scaled companies through hypergrowth, helped shape the future of digitization, and led companies to successful IPOs and acquisitions. Since 1994 she has been CEO of Baja Corporation, an independent venture capital firm focused on technology, renewable energy, and life sciences. Betsy has served on more than 38 public company boards and has been through 17 IPOs, with board experience spanning technology, financial services, healthcare, retail, automotive, manufacturing, and logistics. She was a co-founder of Ascend Communications, acquired by Lucent, and CEO of Clear Standards, acquired by SAP. She is a frequent corporate governance commentator and the author of two books, Be Board Ready and Behind Boardroom Doors.  
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  97. The Modern Boardroom Playbook with Jonathan Foster 18.05.2026 28мин

  In this episode of On Boards, Jonathan Foster joins hosts Joe Ayoub and Raza Shaikh to discuss what makes a board effective in today's evolving governance landscape. Jonathan is the founder and managing partner of Current Capitals Partners.  Drawing from his experience serving on more than 50 boards, Jonathan's book, On Board: The Modern Playbook for Corporate Governance, shares lessons on board evaluations, activist thinking, shareholder accountability, and why the best directors listen first.  The conversation also explores how boards should approach CEO activism, director offboarding, and the growing influence of AI. Foster argues that directors must actively educate themselves on emerging technologies while maintaining focus on thoughtful decision-making and long-term value creation. Key takeaways Effective directors prioritize listening Strong directors listen before speaking in order to understand the dynamics of the boardroom. Asking thoughtful questions is  more effective than dominating a discussion Credibility is built through observation, preparation, and collaboration – but saying what you think.  Governance history shapes modern board responsibilities Landmark governance cases provide the foundation for today's fiduciary standards Understanding the origins of duty of care and duty of loyalty helps directors make better decisions  Governance principles become more meaningful when directors understand the stories behind them Honest evaluations are critical to strong boards Boards should directly address underperformance rather than avoid difficult conversations Annual evaluations are more valuable than arbitrary term limits If a director is not improving, there should be a respectful and honest process to offboard them  Boards should proactively think like activists Directors should regularly evaluate the company from an outside shareholder perspective Boards can identify strategic weaknesses earlier by considering activist viewpoints internally Jonathan emphasizes balancing short-term pressure with long-term shareholder value creation AI oversight begins with education Directors must actively learn about AI before they can effectively oversee it AI should support board preparation, not replace board judgment and be used in discussions Boards should focus on AI strategy, ethics, governance, and implementation questions Quotes " If you think you're the smartest person in the room, you're probably wrong. But even if you are, every director has just one vote, so you need to develop a consensus to get things done.  " My objective is to not say anything for the first two meetings. I'm just listening; you learn a lot and gain  credibility by just listening first." " I try to make every decision I make as a director, as if my family had 100% of its money in that one company's stock." " I don't want AI in the boardroom — yet. A boardroom is a  place to consider and have conversations and make decisions, not be overwhelmed by data." Links On Board: The Modern Playbook for Corporate Governance jonathanffoster.com Guest Bio Jonathan F. Foster is the founder and a managing director of Current Capital Partners LLC, a mergers and acquisitions advisory, corporate management services and private equity investing firm. Jon spent a decade at Lazard, primarily focused on mergers and acquisitions advisory work, ultimately as a managing director. He has been on more than 50 boards, including Fortune 500 companies, private companies and companies involved in restructurings. Foster has served as chair, lead director and on the three major board committees as well as special, transaction and CEO succession committees. He has been chair of two Fortune 500 Audit committees. He has also been an expert witness in corporate litigation for some 60 cases. With decades of experience, Foster has written, spoken and been quoted frequently about governance and finance topics and has guest lectured at various universities. Jon lives in New York City with his wife and goldendoodle; he has two adult children.    
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  96. Board Matchmaker: Building Global Networks with Mark Hamill 05.05.2026 30мин

  In this episode, Joe Ayoub and Raza Shaikh welcome Mark Hamill, CEO of The Naked Headhunter and co-founder of the Virtual Advisory Board (VAB).  Mark shares the origin story of VAB from its start during the COVID-19 pandemic and how it scaled into a global network of over 1,300 members spanning 4,000 boards. The conversation dives into the power of peer-to-peer networks, the mechanics of building effective boards, and the tangible ROI that strong boards can deliver. They also unpack the realities of board recruitment, what it takes to land a first board seat, and why clarity of expertise and network strength are more important than ever. Mark offers a grounded perspective on the future of board service, emphasizing experience, diversity of thought, and the growing demand for board members who have "walked the walk." Key takeaways Boards deliver outsized ROI when done right Board investment is relatively small compared to impact Experienced board members accelerate growth, decision making and access A small, structured board can shift a company's trajectory by turning big picture ambitions into executable strategy Your first board seat is almost always the hardest to secure Most board roles come through networks, not formal channels Once you secure your first board seat, credibility compounds quickly and future opportunities will tend to follow Mark highlights the importance of understanding yourself and your unique leadership experiences before connecting with networks Community and peer learning drive board success The Virtual Advisory Board thrives on member led engagement and shared experiences The group creates a trustworthy environment for honest conversions where leaders can discuss difficult and high pressure decisions  Members bring live challenges and get immediate input from peers who've faced similar situations Board composition is about complementary experience Strong boards blend industry expertise, scaling experience, and global perspective Diversity of experience leads to better outcomes The most effective boards are intentionally built around the company's specific stage and challenges, rather than prestige or status Quotes: "The strength of your network really becomes 80% of the reason how your next role will be sourced." "We're (VAB) not going to tell you what to do, but we can certainly share experiences of how other people have dealt with it." " Where you are in your board journey, there'll be different tracks internally that you can kind of take depending on where you are in your voyage." Links The Naked Headhunter Virtual Advisory Board Bio Mark is the CEO and founder of Naked Headhunter and has been involved in executive search since 1999. During his career he has placed over 500 executives and he works across all practice groups. Mark began his career at Heineken; serving the company in a variety of commercial roles both in Ireland and in Central Europe. In 1999, he himself was "headhunted" for a job in the executive search sector and has never looked back.    
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  95. Curiosity, AI, and the Future of the Boardroom with Rod Adkins 15.04.2026 38мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh speak with Rod Adkins, board chairman, former IBM executive, and author of Curiosity Redefines the Limits. Rod shares insights from nearly 25 years of board experience, focusing on how directors can effectively oversee risk in an era of rapid technological disruption. The conversation explores how boards are evolving their governance structures to address increasingly complex risks tied to technology, cybersecurity, and artificial intelligence.  Rod explains why traditional audit committees are often no longer sufficient on their own and, as a result, many organizations are forming dedicated risk and technology committees to better manage forward-looking challenges. A major focus of the discussion is AI as a transformative opportunity and a significant threat. Rod frames the present day as a new innovation cycle, emphasizing that boards must strike a careful balance between leveraging AI for competitive advantage and defending against AI-enabled risks.  Key Takeaways Governance must always adapt to technology and rises Boards are moving beyond audit committees toward dedicated risk oversight teams to better address cybersecurity, infrastructure and innovation. Effective governance requires a forward mindset and close alignment with management on navigating change AI requires a balance of opportunity and protection AI can drive efficiency, innovation, and competitive advantage, but also introduces risks like cyber threats and trust challenges Boards must ensure organizations are both leveraging AI and protecting against its misuse "AI vs. AI" As threats become more sophisticated, companies must use AI-powered defenses to protect systems and data Maintaining trust and security will be a core board-level responsibility Curiosity drives better leadership  The best directors ask thoughtful, strategic questions, curiosity helps leaders anticipate change, challenge assumptions, and improve decision-making Quotes  "We're just at the beginning, and we're almost out of breath already in terms of how fast [AI] is moving and how much we see in terms of capabilities and disruption."  "People that adapt to unknown situations and who productively challenge the status quo, have a curiosity or a competitive advantage for them in life and in their careers" "You don't always have to have the answer, but you need to figure out how to ask the right set of questions." Links https://rodneyadkins.com/book/ Curiosity Redefines the Limits: Advantages Gained from Life, the Workplace, and the Boardroom Forbes articles Guest Bio Rodney Adkins (Rod) has been Chairman of Avnet, Inc., one of the world's largest distributors of electronic components and technology solutions, since 2018. He is also the author of Curiosity Redefines the Limits, a leadership book that explores how curiosity can serve as a powerful competitive advantage in driving innovation, leadership effectiveness, and career growth.  In addition, he is a Partner at 3RAM Group LLC, a privately held company specializing in capital investments, business consulting, and property management. Previously, Mr. Adkins was Senior Vice President of IBM, serving in that position from 2007 until 2014. Over his 33-year career with IBM, Mr. Adkins has held several operational and executive management roles spanning strategy, technology, systems, and supply chain. Mr. Adkins' work has spanned the world of technology and computing. He has been a leading innovator in solutions ranging from mobile devices to the world's largest supercomputers. His significant contributions include helping to advance the Personal Computer industry, leading IBM's POWER business to become the market leader in the UNIX market, and pioneering what became IBM's portfolio of Internet of Things (IoT) solutions. Mr. Adkins was inducted into the National Academy of Engineering (NAE) in 2005, one of the highest honors in the engineering profession. His life story is archived in Wikipedia and The History Makers. He was inducted into the Miami Jackson High School Hall of Fame in 2018, the Miami Dade County Public Schools Alumni Hall of Fame in 2022, and the Georgia Tech Engineering Hall of Fame in 2024. The Wall Street Journal named Mr. Adkins among the top 100 most influential and effective corporate directors in 2025. He has been awarded honorary doctoral degrees from Georgia Tech and the University of Maryland Baltimore County (UMBC). Mr. Adkins serves on the board of directors for United Parcel Service (UPS), WW Grainger, and Avnet. He is a member of the Executive Leadership Council (ELC) and a trustee of the Georgia Institute of Technology (Georgia Tech) and Rollins College. Mr. Adkins also serves on the Adrienne Arsht Center Trust Board, the Overtown Youth Center (OYC) Board, and the Community-Police Relations Foundation Board.   
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  94. Bringing Good Governance Home: Inside Co-op and Condo Boardrooms with Tina Larsson 03.04.2026 28мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh speak with Tina Larsson, a former Wall Street analyst, co-founder of The Folsom Group, and author of Living The High Life. Tina works with co-op, condo, and other HOA boards to improve governance to reduce costs, manage major building projects and oversee their shared residence effectively.   Tina shares how she and her husband became involved in board governance after discovering that their New York City co-op board was poorly managed and incurring significant unnecessary expenses. After organizing their co-op neighbors and electing a new board majority, they introduced stronger governance practices to their board and saved their building substantial money in very short order. The conversation explores the governance challenges faced by residential boards, which are usually run by volunteers responsible for complex decisions. Tina shares how boards can improve oversight, manage projects more effectively and shift from reactive decision-making to a more proactive approach to governing their communities. Key takeaways Residential boards face complex governance responsibilities Volunteer board members are responsible for major operational decisions involving buildings, infrastructure, vendors, and regulation Many board members take on these responsibilities without formal training or governance guidance  Financial oversight can reveal significant opportunities for savings Benchmarking operating expenses against comparable buildings can uncover areas of overspending Strategic vendor negotiations and cost reviews can reduce operating expenses by 5–10% in many buildings Effective governance requires proactive decision-making Boards that operate reactively often wait until problems become emergencies before acting Long-term planning helps communities address repairs, projects and maintenance before they become crises Establish clear roles and leveraging community engagement Governance improves when boards focus on oversight and strategy rather than trying to manage every operational detail  Residents who want change must often participate directly by joining the board Building relationships with neighbors and encouraging qualified owners to run for board positions improves decision-making "Living the High Life" Tina's book is a guide and blueprint on how to get involved in the governance of your co-op, and condos or HOA board and how to be an effective board member Quotes " The only way that you can get a say in your community is by running for the board and it talks about skills; good skills, best skills, the elevator skills, and what you are passionate about." "[An HOA, co-op, or condo board] is acting as a miniature government. They are governing the community." "If you are on the board of a residential building… you have to try to manage being on the board and at the same time, you have to handle all shareholders' or owners' concerns." " The only effective way to have a say in your living community is by being on the board." Links The Folson Group Living the High Life: How Smart Co-op and Condo Owners Protect Themselves and Their Investment Guest Bio Tina Larsson and her husband helped her own co-op save substantial money through good governance, after which they formed The Folson Group. They support NYC co-op and condo boards with strategic advice, project management, cost reduction, and help them find a property manager that fits their needs. She is the author of Living the High Life, frequent podcast guest and speaker, and holds a LEED Green Associate designation. Tina is on a mission to educate and support NYC condo and co-op boards to help optimize their living community.
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  93. Multi-generational family businesses with David Karofsky 19.03.2026 34мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome David Karofsky, a principal consultant with The Family Business Consulting Group and co-author of So, you're in the Family Business: A Guide to Sustainability. David brings both professional expertise and personal experience to the discussion, having grown up in a multi-generational family business and later building a family business consulting practice alongside his father. Most recently, his son Adam has also joined David in his consulting practice. He shares how family businesses operate at the unique intersection of family relationships and corporate governance, where emotional dynamics and business strategy often collide. The conversation explores the evolving role of governance in family-owned companies, including how boards can help manage succession, create accountability, and ensure long-term sustainability across generations.  David also discusses why many family businesses resist formal governance structures and how independent board members can help families navigate complex decisions while maintaining healthy relationships. Key Takeaways Family businesses operate at the intersection of family and business Each system has its own dynamics, and when combined they can create strong alignment and/or significant conflict. Successful family businesses learn to balance emotional family relationships with professional business decision-making. Understanding roles is critical to effective communication Family members may simultaneously act as owners, executives or board members. Recognizing which "hat" someone is wearing during a conversation helps keep discussions productive and focused. Governance becomes more important as businesses move across generations As ownership expands from founders to siblings and eventually cousins, decision-making becomes more complex. Formal governance structures help maintain alignment and clarity as the number of stakeholders grows. Independent boards can strengthen family businesses Independent board members can provide strategic, objective perspectives and expertise that may not exist within the family. A strong board supports management while also representing the interests of the family shareholders. Communication is the foundation for long-term success Families must be willing to have open and sometimes uncomfortable conversations about strategy, succession, and expectations. Strong communication allows family businesses to navigate complexity and sustain the business across generations. Quotes "Ownership doesn't constitute a board seat. That goes back to 'what are the needs of the business' and let's make sure we have the right people in the room." Regarding a family member serving on the board of a family-owned business: "You have to be able to be comfortable being uncomfortable." "You've got to really find true independents that aren't going to be yes men or women to the CEO or chairman of the board." Regarding the resistance to a board of directors: "The biggest opposition or fear that I have heard… is the fear of loss of control." Links The Family Business Consulting Group Boards and Family Business: What Could Go Wrong? Family Business Health check Book - So, You're in the Family Business: A Guide to Sustainability Guest bio David Karofsky is a principal consultant with The Family Business Consulting Group, specializing in advising family businesses about the challenges and opportunities inherent to the family business. His client work is focused on building alignment around communication, executing the transition of ownership and leadership, conflict resolution, strategic planning, and forming governance structures for family businesses. His interest in family business consulting began with his course work in family business dynamics at the Cambridge Center for Creative Enterprise. David's work helping corporate executives develop superior listening and communication skills was honed by his professional training in executive team building, strategic decision making, effective communication, managing people, matrix management, and performance enhancement. Prior to working with FBCG, David worked in his own family business consulting practice with his father for eight years. The father-son team are the authors of So You're in the Family Business: A Guide to Sustainability. In addition, David was vice president of marketing for a software start-up where he helped launch the company and raise over $10 million in funding. David also worked at EMC Corporation for eight years holding various corporate roles including managing operations for worldwide marketing. The recipient of multiple achievement awards, David has been a guest speaker internationally and is a mentor to current and former MBA students at Northeastern University's Graduate School of Business and serves on the Marketing Career Track Advisory Board. He is a founding member and former chair of the Boston chapter of the Young Presidents' Organization's Young Adult Forum, member of the Family Firm Institute where he holds certificates in Family Wealth and Advanced Family Business Advising with Fellow status, member of the Board of Directors of the Rogers Foam Corporation and a former member of the Executive Board of Directors for the Men's Associates at Hebrew Senior Life.  
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  92. AI vs. Humans in the Boardroom: Whom Do You Trust, with Babs Ryan. 03.03.2026 41мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh speak with Babs Ryan, an innovation executive, board director, and AI strategist with experience spanning global technology, marketing, consumer products, and financial services. Ryan discusses the evolving role of artificial intelligence in governance, the future of AI on boards of directors, and realistic scenarios for AI adoption, in a discussion about the possible ways AI can be integrated into boardrooms. The episode also explores broader governance issues, including board refreshment and oversight responsibilities, and how AI could help surface blind spots in leadership decision-making.   Key takeaways AI as an accelerator Ryan believes that an AI entity on the board could be programmed to make decisions in the best interests of shareholders. AI would be able to look far beyond a typical human board members' scope of knowledge and realm of experience. Organizations should focus on strategic and operational priorities with CEOs applying AI to those priorities, where it would be most effective.   AI is evolving in the boardroom but not enough to take a board seat, at least in the near future  Short term: Boards receive education on how to utilize AI as a tool to prepare for meetings, review minutes and retrieve information.  Mid-term: Focus on strategy and building confidence with AI and use it to challenge assumptions and help identify blind spots and risks. Trust in AI, like trust in new board members, must be earned over time through consistent, reliable contributions. Legal, regulatory, and cultural readiness will ultimately determine how far AI can go, and when, in serving formal governance roles Exposing governance weaknesses Concerns about AI exposing bias or underperformance point to broader challenges around board evaluation and refreshment. AI adoption in the boardroom may accelerate necessary conversations about board member accountability, succession, and governance discipline. Strong boards with high-performing directors are more likely to welcome AI-enabled scrutiny. Quotes " AI is not a strategy and it's not a product. It's an accelerator, something that helps you do something else better, faster, higher quality." "People should stop looking for the 'use case' for AI and focus on their current strategic and operational priorities and then apply AI where it makes sense." "An AI entity on the board… can be programmed to actually give decisions or answers in the best interest of the shareholders, which people don't always do." Links The Board Selection Short List: Will It Be You or AI? Board Search Secrets   Guest Bio Babs Ryan was chief innovation officer of GE Capital's largest division where one of her many patents generated $800M in incremental revenue. A dual US/UK citizen, she has been onsite in 97 countries. She was a director and audit committee member of Workers Federal Credit Union with $2.6B in assets, overseeing M&A negotiations and CEO succession. She is strategic advisor for Kintera AI, offering no code back-office processing/reconciliation and regulatory violation remediation for banks; board director and investment committee member at MarTech Main Street, Inc., a private multigenerational family business; and an advisory board director at Aviva Labs, a global beauty/aesthetics manufacturer and distributor. Babs has also served as CEO of a marketing agency acquired by WPP, SVP of innovation at Capgemini's product design division (AI, digital twins, biosensors, MedTech, robotics), Agile principal at Thoughtworks, and GVP digital transformation at Publicis Sapient.
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  91. Reinforcing Board Cybersecurity with Gary Evee 16.02.2026 30мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Gary Evee, cybersecurity leader and founder and CEO of Aprivé. His company is pioneering a concierge approach to cybersecurity protection, providing services that protect high-value individuals and families from the digital threat landscape. Drawing on more than 25 years of experience across IBM, cybersecurity leadership, and board service, Gary explains how breaches increasingly originate through individuals rather than systems.  He highlights how personal devices, home networks, and online data exposure create vulnerabilities for executives and board members, and why cybersecurity must extend beyond the corporate perimeter He currently serves as the board director of Aware Inc. and is a trustee of Dedham Savings Bank. Key takeaways People are the primary cybersecurity risk  Most breaches target individuals and start in simple ways with phishing emails, password reuse, or compromised personal devices.  In cybersecurity, people are the weakest links and organizations often lack in providing continued digital protection for executives once they step outside the company's firewalls Home networks and personal accounts often lack even basic security controls and so cybersecurity is a risk for anyone that works remotely, travels, or brings their work home from the organization. It can even impact your family.  Aprivé: Personal and enterprise-grade cybersecurity The company offers a white-glove services that protect individuals, their home network, devices and digital footprint Aprivé is unlike other cybersecurity companies and proactively helps people get the protection they need in places outside of the enterprise  Aprivé's services cover six pillars Password and credential security Home network hardening Mobile and personal device security Online identity and digital footprint management Financial and account monitoring 24/7 concierge support and incident response Boards and executives are high-value targets with outsized exposure Even the best board portals don't flag when a non-authorized user logs in with stolen credentials taken from a phishing malware or compromised device When an attacker gets access, they can gather information that could lead to reputational damage Aprivé's services ensure everyone within the enterprise is protected, assessing the vulnerability of each individual — especially the C-suite The company also serves high profile and public figures Quotes "People continue to remain the weakest link." " What we found was [people-C-suite leaders and High-value individuals] oftentimes have no one thinking about protecting them once they left the organization." "Even the best board portals assume that the person that's logging on is legitimate." "If I steal your credentials through a phishing malware, a compromised personal device, the system doesn't see me as an attacker, it sees me as a trusted user." Links Aprive  Guest Bio Gary Evee is a visionary entrepreneur, investor, and cybersecurity leader dedicated to redefining how the world's most influential people safeguard their digital lives. As the founder and CEO of Aprivé, he is pioneering the next frontier of personal cybersecurity, Executive & Lifestyle Defense, a model that blends technology, concierge service, and intelligence to protect executives, high-net-worth individuals, and families from the evolving digital threat landscape. With more than 25 years of experience spanning technology, cybersecurity, and business transformation, Gary is known for his rare ability to bridge innovation and trust. Before founding Aprivé, he served as an executive leader in IBM's Cybersecurity Business Unit, helping Fortune 500 CEO's and global enterprises navigate emerging threats while scaling IBM's security portfolio worldwide. In addition to his work with Aprivé, Gary founded Evee Security Consulting Group, advising corporations and public institutions on cyber risk management, identity protection, and incident response. He also founded CyberTrust Massachusetts, a pioneering public-private initiative that develops the next generation of cybersecurity professionals through education, workforce development, and real-work defense programs. Gary erves as a Board Director at Ware Inc. (NASDAW: AWRE), a leading biometrics and identity authentication company, and as a Trustee of Dedham Savings Bank and Charlesbridge Bank. He is also a Visiting Fellow at the National Security Institute at George Mason University, contributing to national discussions on cybersecurity, policy, and technology innovation.  A sought-after speaker and thought leader, Gary regularly shares insights on executive risk, digital identity, and the future of cybersecurity, empowering leaders to safeguard what matters most in an increasingly complex digital world.  
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  90. Building an effective board for post-restructured companies with Jon Weber 17.12.2025 39мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Jon Weber, founder of the Jon F. Weber advisory firm and an experienced board leader in operationally intensive, post-restructured companies. Jon has served on over 50 boards.  Drawing on more than 20 years of experience at institutional investors, including Icahn Enterprises, Goldman Sachs, and Elliott Investment Management, Jon shares what distinguishes a board that genuinely drives change. The conversation explores how boards are rebuilt following restructurings, why these roles demand significantly more engagement than traditional boards, and how disciplined board composition, leadership, and governance practices can unlock value.  Jon also discusses lessons learned from distressed situations, the importance of strong board chairs, and why many boards fall short of their potential. Additional Resources For Jon's articles, podcasts, and webinars on governance and  other restructuring-related topics, see https://jonfweber.com/thought-leadership. Key takeaways Early beginnings with operationally intensive investments Throughout his career, Jon had worked for institutional investors who invest in undervalued troubled companies — companies facing challenges relating to talent, strategy, technology, or operational issues. Over the years, Jon has become experienced in overseeing businesses that need very actively engaged boards. Post-restructured boards  When a company is restructured, it has new stakeholders, owners, and boards of directors. These boards must be built from scratch, with clear governance structures, committee charters, onboarding processes, and an expectation of deep engagement. Jon characterizes these boards as at least "50% more difficult" than traditional boards. Members of post-restructured boards must be willing to accept the challenge to be deeply involved and do the work necessary to make an impact. Board composition should start with a scorecard Jon likens effective board building to acting as a "casting director."  To effectively create a post-restructured board, one has to study the business, learn the industry and its history, and have a clear, deep understanding of the company. Before candidate interviews, a scorecard with explicit criteria and consensus on what will lead to a high performing board is created to assure that recruiting priorities are clear. Strong board leadership is necessary The board chair must have board experience and preferably board leadership experience.  The chair must actively manage the board, set expectations for preparation and behavior, facilitate constructive dialogue, and provide regular, direct feedback to the CEO. Without this strong leadership, these boards tend to drift or defer to management. Focus forward, not backward Jon emphasizes that effective boards minimize time spent rehashing historical results and instead prioritize decision-making, problem-solving, and future-oriented discussions.  Preparation before meetings, including sharing questions in advance, enables board time to be used for meaningful conversation rather than passive presentation. Quotes "Because it's a new board, it's not tethered to the legacy of the past." "We're not looking for clones of ourselves or people that bring a mirror image of our own beliefs, but rather constructive disagreement at times around particular knowledge of the business." " Investors are human, too, they have biases…the bias that investors have is they prefer candidates who tend to agree with their investment thesis and who have a frame of reference that is consistent with theirs." "A board that doesn't have a leader ends up being led by management—and that's not good governance." Links www.jonfweber.com Guest Bio Jon leads an advisory firm that serves investors in operationally intensive investments.  Previously, he created and led operating partner groups for over 20 years at institutional investors, including Goldman Sachs, Icahn Enterprises, and Elliott Investment Management.  He has impacted dozens of portfolio companies across a broad range of industries through operational engagement, talent management, and effective oversight, in partnership with management, driving change as a board member, senior executive, and board-level advisor in the Americas and Europe.   His roles have included President of Icahn Enterprises, L.P. (NYSE-IEP), CEO of Philip Services Corporation, WestPoint Home, and Viskase, and board member of Aligned Energy, American Railcar Industries, Crescent Communities, Martinrea Honsel, National Energy Group, PLH Group, Promises Behavioral Health, WIND Hellas, Windstream, Xenith Bankshares, and XO Communications.  Earlier in his career, Mr. Weber was an investment banker at Morgan Stanley and JPMorgan and a corporate lawyer at Weil. He is a Life Member of the Council on Foreign Relations. Jon earned a J.D., cum laude, from Harvard Law School, and B.S. and M.B.A., magna cum laude from Babson College  
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  89. Building early stage boards with Firas Raouf 04.12.2025 38мин

  In this episode, Joe and Raza speak with Firas Raouf, co-founder and general partner at Companyon Ventures, a Boston-based VC firm specializing in early-stage B2B software and AI startups. Firas shares insights from 25 years as a founder, operator, and venture investor—helping companies transition from founder-led sales to scalable, operationally disciplined organizations. The conversation focuses on how early-stage founders should think about creating their first board, the mistakes to avoid, and why great board dynamics depend heavily on execution. Key takeaways Career beginnings 25 years ago, Firas co-founded three startups — two were during the dot-com era and one that became VC-funded, giving him firsthand experience sitting on the receiving end of board advice and investor expectations. Then, Firas was invited to join OpenView while working at Insight Venture Partners and was able to spend 10 years seeing OpenView and its portfolio companies grow. Later he co-founded Companyon Ventures How Companyon Ventures supports the expansion stage investing After early product-market fit, companies hit the "now we need to scale" moment. Companyon Ventures specializes in this transition, helping founders build their first leadership team ,operational discipline, KPIs and dashboards scalable go-to-market engines a plan for capital needs Early-stage boards are about support Firas emphasizes that early boards are not oversight bodies like public-company boards. Their purpose is to surround the founder with people who can help them think strategically, navigate challenges, and build a scalable company. A board can include a seat for common shareholders, lead investors and an independent board member, who is someone with whom the CEO is comfortable. Since lead investors can become a long-term board member, Founders must evaluate who they are letting in, not only the valuation. Once someone is on the board, they're not easy to remove. Boards must evolve as the company evolves As companies grow, the expertise they need changes. Firas suggests cycling out board members after two years. After 18–24 months, it's common for a board member's value to plateau, making board refreshes, new independent directors, or role rotations both healthy and necessary. Quotes "A happy board tends to reflect great execution. An unhappy board tends to reflect poor execution." "I do think that you should keep things fresh, so to speak, and so any board member really that has been there more than two years, it's rare that you haven't picked their brain dry." "It's not just about valuation, it's also about who you're going to let into your company, into your house, because once you let them in, you can't get rid of them." "The board of directors for an early-stage startup is the opportunity to have a number of people around the table that can help you navigate and scale your company."   Links Companyon Ventures- Boardroom Confidential   Guest Bio Firas Raouf is the co-founder and general partner of Companyon Ventures, a Boston-based VC firm that invests in early-stage B2B software and AI startups. Before launching Companyon, Firas was part of the founding team at OpenView Venture Partners, where he helped pioneer the "expansion stage" investment model and partnered with dozens of software founders to scale their go-to-market operations. Today, he focuses on helping founders transition from founder-led sales to scalable growth by building leadership teams, operational discipline, and repeatable GTM engines. Firas is known for his hands-on, operator-turned-investor approach and his passion for guiding first-time founders through the challenges of building high-growth software companies.  
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  88. Global board leadership with Linda McGoldrick 17.11.2025 29мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh speak with Dr. Linda McGoldrick, an international board director, strategy leader, and policy expert in healthcare and life sciences.  With 30 years of global experience across the U.S., U.K., and European boards, Linda shares what defines high-performing boards, the importance of trust and diversity of thought, and how geopolitical and technological shifts are transforming governance today. Key takeaways Traits of high performing boards Regardless of size or geography, effective boards are well-prepared, prioritize meaningful discussion over reporting, and cultivate trust and mutual respect. High performing boards all display strong relationships, open communication, and diversity of thought among board members. Linda added that values, camaraderie and trust are intangible aspects that are important aspects of a successful board. Boards in the U.S. vs the rest of the world Linda observed that even in non-English speaking countries, English serves as the universal language for board communications - a reflection of its role as the global language of business Boards outside the U.S. place greater emphasis on courtesy, respect, and a thoughtful pace of discussion, reflecting multicultural membership and diverse business contexts. Historically, many U.S. boards were more domestically focused, but Linda sees this shifting as companies expand internationally. Directors today are expected to understand global markets, geopolitical dynamics, and comparative business environments. Expansion of risk oversight Today's boards must monitor not only financial and operational risks but also a host of geopolitical, regulatory, and other related challenges. Artificial intelligence impact on boards The use of AI has implications of security, benefits, risk and investment as the technology continues to expand and have impacts on economies and society. Boards have the responsibility to oversee the implications for organizational strategy and risk management. Linda views AI as a valuable efficiency tool, such as bots that summarize materials but stresses that human judgment, discretion, and ethics must remain central to board decision-making. Quotes "I don't want to see myself around the table. I want to see a diversity of experience. We all bring certain talents which feed into the most rigorous and robust discussions around board process." "AI is a global race… I think the human element of discretion and insight is critical to know the line of technical and bot-expertly-fed conversations versus human thoughtful conversations in dialogue. Guest Bio Dr. Linda McGoldrick is an international board director and healthcare and life sciences leader with more than 30 years of global executive and governance experience. She serves on the boards of SmileyLife Holding, Alvotech, where she chairs the Audit Committee, and Compass Pathways, and is the Founder and CEO of Financial Health Associates International. Linda has held senior roles across the U.S. and Europe, including leadership positions at Marsh's Healthcare & Life Sciences practice, Kaiser Permanente's European operations, and Veos plc. She has also served as CEO of the International Diabetes Federation and the Drug Information Association. A dual U.S.–U.K. citizen, Linda brings deep expertise in global strategy, regulatory environments, and board governance across public, private, and nonprofit organizations.  
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  87. The Boardroom Blind Spot with John Rose 10.11.2025 30мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh speak with John Rose, an international marketing executive, entrepreneur, and board advisor who has led businesses across the U.S., Europe, Latin America, and the Middle East.  John discusses his global career—from founding the first ad agency in Russia to relocating his company to Dubai and his recent research project, "The Boardroom Blindspot," a global survey exploring why marketing expertise is underrepresented on boards. He also shares insights from his work with the Virtual Advisory Board and Board Brothers, highlighting the impact that advisory boards are having on governance. John has served as a board member and advisor for several companies, including Atypical Digital, WLB, Cow Level and Harvard Alumni Entrepreneurs. Key takeaways 1.A global career defined by reinvention John began his career in Boston media and advertising before co-founding the first Western ad agency in what was at the time the Soviet Union. As global markets shifted, he built a thriving international business across Eastern Europe. When the war broke out with Ukraine, he and his team quickly relocated from Russia to Dubai, rebuilding their agency from the ground up and now represents Dubai's tourism in a number of countries. 2. Dubai's culture of openness and innovation John described Dubai as "the city of the future," efficient, safe, and globally connected, with a government and business culture that actively supports growth. Dubai offered a welcoming and dynamic environment for rebuilding. With 90% or more of residents coming from abroad, the city fosters a strong sense of belonging and entrepreneurial energy. 3. The Boardroom Blind Spot John's research survey, conducted with the Virtual Advisory Board*, revealed that fewer than 14% of boards surveyed include directors with marketing expertise. The survey included 416 board members and executives across 46 countries. Results showed that 60% of respondents believe that marketing perspective would add value, but only 11% have addressed the gap. John asserts that boards are still dominated by finance and legal expertise but largely excludes marketing expertise which brings a customer-centric lens essential for growth, purpose, and communication in a rapidly changing world. 4. Preparing marketers to serve effectively on boards John believes marketing professionals must take some of the responsibility for closing the gap by learning to "speak board"-connecting creative and customer insights to business outcomes, governance, and shareholder value. Strategic marketers, especially CMOs and Chief Growth Officers, can bridge this divide by pursuing board education and gaining experience through nonprofit and/or smaller boards. Quotes "86% of companies don't have any marketing expertise on their boards -      that's pretty significant." "I think we (marketing) are the interpreters. I think we're the people who help cross the gap between what the marketplace wants and desires and what the company can deliver." Links The Boardroom Blindspot Guest Bio John Rose is an accomplished senior executive, entrepreneur, investor, board member, and creative director with over 30 years of experience leading marketing and media businesses across the U.S., Europe, Latin America, and the Middle East. He is a founding member of the Virtual Advisory Board, co-founder of Board Brothers, and a frequent speaker on global governance and marketing leadership. John's expertise spans brand strategy, international expansion, and board governance, with a special focus on helping companies bridge marketing insight with corporate purpose and growth. He currently resides in Dubai, where he continues to advise boards and global organizations on marketing strategy and board composition. * The Virtual Advisory Board (VAB) is a virtual and global platform which connects its members and helps them navigate the global board of directors and advisory board ecosystems.
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  86. The imperfect path to better boards with Jim Brown 22.10.2025 40мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Jim Brown, co-founder of OrgHealth and author of the global bestseller "The Imperfect Board Member."   With 30 years of experience advising boards and CEOs, Jim shares how embracing imperfection leads to stronger leadership, healthier organizations, and better board performance. He dives into the evolution of governance over the last two decades and the cultural challenges boards face today.  Jim also previews his forthcoming book arriving in 2026, "The Imperfect CEO," set 20 years after his first book. The sequel explores the current reality that company leaders face through changes in leadership expectations and workplace culture.    Key takeaways 1.OrgHealth's mission Jim explains that organization health is a focus on culture, the relationship between board members, how they communicate with each other and how they talk about their CEO and management team Companies that seek OrgHealth's consultations need to have a leader who recognizes that they will be making most of the changes and acknowledges that improvements need to be made.    2. "The Imperfect Board Member" philosophy The book tells a fictional story of a frustrated CEO who discovers that in order to make effective change on his board, it begins with self-awareness. Along his journey he discovers  "The Seven Disciplines of Governance Excellence: direct, protect, connect, expect, respect, reflect, and select.  The key insight from the story is that lasting board transformation requires both individual and collective growth. 3. Challenges adjusting to changes in culture Jim's upcoming book, "The Imperfect CEO," revisits the same protagonist 20 years later as he confronts a new reality of generational and cultural shifts within companies. The issue that company leaders face is being stuck in the mindset that because something worked before, it should still work. But with younger generations entering the company, outdated expectations receive pushback.  4. The ideal board chair A great board chair leads with an attitude toward service, not authority. Their role is to draw out the best from every member, ensure effective discussion, and maintain focus without dominating the conversation. 5. Term limits, a solution to offboarding challenges Jim suggests that rather than making offboarding personal through performance feedback, make it a mechanical process. Term limits also encourage boards to develop the skill and culture to bring in new members and help them learn about the company.  Quotes " Culture has become the undercurrent of every organization's reality. And if you don't recognize it, you're going to be blindsided by it." " My observation and my personal experience that the way we led as leaders 20 years ago that worked for us, doesn't work today." " I think it would just be much more healthy if we let boards be boards of directors where more of their energy is on the direction piece rather than the protection piece." " Have enough time for people to learn the job, the organization, and really add value, but not so much time that they become stale."   Links OrgHealth The Imperfect Board Member Guest Bio Jim Brown is an author, speaker, and board governance advisor with over 30 years of experience helping boards and CEOs build healthier organizations. He co-founded OrgHealth in 1995, a consulting firm dedicated to improving board and leadership performance through culture, clarity, and accountability. His book, "The Imperfect Board Member" (2006), became an international bestseller. He currently serves on several boards, including Vanquish Hockey, Amgine Technologies, and previously served on boards for The Global Leadership Network and SigmaDek. His upcoming book, "The Imperfect CEO" (2026), explores how leadership and workplace culture continue to evolve in today's rapidly changing environment.
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  85. Pioneering augmented directorship with Jamie Green 02.10.2025 36мин

  In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Jamie Green, co-founder and CEO of Tutaki,  an AI-powered workbench designed to make board directors significantly more effective.  Drawing from his background in consulting at McKinsey, Green created a technological solution to solve a widespread challenge in board rooms across the U.S. and abroad: information overload and limited time to prepare. Tutaki is an AI system that acts as an expert co-pilot to help directors surface context, identify risk and deliver impact.  Jamie also shares how AI is reshaping governance, what it means for liability and independence, and where the future of boardrooms may be headed. Key takeaways Problems with board overload During his time as a consultant at McKinsey, Jamie would deliver 300-page strategy decks to board members 48 hours before a meeting  Directors would arrive unprepared, leading to conservations about updates and recaps rather than strategic discussions. The lack of preparation risked slow decision making and stifles innovation. 2. New Zealand boardrooms  Jamie, based in New Zealand, said board practices in his home country are similar to the U.S. but New Zealand directors tend to have a wider board portfolio — some are on as many as 8 boards.  New Zealand has shifted to increase liability for board directors to hold them accountable for reading all board materials. If the business is impacted by the lack of action by a director, they can be criminally liable.   3. Practical pain points that led to Tutaki Information overload: directors are expected to digest hundreds of pages, news articles, and compliance documents across multiple boards.  Contextual awareness: recalling what was decided three months ago or tracking delays in projects across several meetings often requires wading through thousands of pages.  Portfolio management: professional directors often sit on 5–8 boards, making it difficult to organize materials, track follow-ups, and maintain oversight across them all. 4. AI as a co-pilot, not a replacement Tutaki is used to aid directors with meeting preparation by analysing board materials, delivering internal information, relevant news reports, competitor updates and deep dive reports. While Tutaki might suggest functions by providing certain information, Green said that the AI serves as a tool and the person using it is still liable The AI tool is meant to help directors spend more time doing critical thinking and being effective in meetings by being prepared with the context of the material.  Quotes "We help you do the thinking, but the thinking is still yours, and ultimately that's the end game." "I  think the power of all this stuff is getting you the context in the way that's meaningful as opposed to just dumping hundreds of pages of information that you have to sift through." "If you had an AI tool listening to every conversation you had, every email, every document for the last three years on this board, I guarantee it would be a pretty damn good director."   Links Tutaki  Guest Bio Jamie Green is the co-founder and CEO of Tutaki, an AI-powered workbench designed to make board directors radically more effective. Drawing on his background in strategy consulting at McKinsey and hundreds of conversations with chairs and directors, Jamie built Tutaki to solve one of the boardroom's biggest challenges: staying on top of exploding information, tightening compliance requirements, and limited time to prepare. Today, directors from over 100 organisations across APAC, North America, and the UK use Tutaki to transform how they prepare, engage, and make decisions.   Jamie is pioneering a new model of "augmented directorship," where AI acts as an expert co-pilot to help directors surface context, identify risk, and deliver 10x impact. With experience across governance, AI product design, and startup leadership, Jamie is at the forefront of the movement to reshape how boards operate in a world defined by complexity, liability, and technological change.  
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  84. Optimal Diversity in the Boardroom with Dr. Keith Dorsey 15.09.2025 34мин

  In this episode of On Boards, Dr. Keith Dorsey an executive coach, author, active board member, and expert in leadership development and corporate governance. joins hosts Joe Ayoub and Raza Shaikh  His book, The Boardroom Journey: Practical Guidance for Women to Secure a Seat at the Table, provides insights and strategies for women aspiring to become board members.  Keith holds a doctorate in Organizational Change and Leadership from the University of Southern California and serves on multiple boards including Vimly Benefit Solutions, Pacific Crest Trail Association and Pepperdine University's Graziadio Business School. He discusses his research-based concept of "optimal diversity," which couples demographic diversity and diversity of thought.  His work has been widely published including the Harvard Business Review, MIT Sloan Management, Forbes and Fast Company.    Key takeaways 1.Keith's life in 3 chapters Keith started his career in the U.S. military and the Air Force, followed by nearly 30 years working in corporate America. In 2019, he went back to school to get a doctorate in organizational change in leadership from the University of Southern California. Now, he serves as an executive advisor to lead corporate leaders to optimize boardroom practices.  2. What is optimal diversity? While getting his doctorate, Keith started to research the lack of gender and ethnic diversity on corporate boards. He discovered the concept of "optimal diversity" - the combination of observable diversity and/or demographic diversity along with diversity of thought. This idea encourages people to reflect beyond their observable traits and dive deeper into how their lived experiences and perspectives can contribute to diversity.    3. Pre-vetting: It's about who knows you, not who you know  Keith found through his studies that executives who serve on boards, were very often seated through their network. When it comes time to recruit another board member the question that is often asked is: "who do we know." When it comes to joining a corporate board, it's about who knows you and understands your experience and skills. In addition to giving your "autopilot intro" while networking, he encourages aspiring board members to take a few extra seconds to go beyond the details of your day-to-day job and tell them what you're looking to do.     4. Five different "capitals" Keith's book dedicates a chapter to each type of capital: human, social, cultural, director, and commitment. During his research, Keith found that women often take the approach of presenting themselves as exceptional executives but not as exemplary board members. He encourages people to optimize their human capital. During board interviews, exhibit the type of behavior that they would want to see in the boardroom.   Quotes  " Optimal" diversity forces people to really reflect and to think about the things that make who they beyond just their observable demographic traits, including their lived experiences.   "It's best to look out the front windshield and be able to say what's beyond that S-curve and that sharp right curve ahead by asking thought provoking questions based on your human capital…instead of looking through the rear-view mirror and shouting your praises."   " Figure out who you are and what your superpowers and secret sauce actually are and then incorporate that in a way of getting your name out there so more people know you than you know"   Links https://www.boardroomjourney.com/ The Boardroom Journey: Practical Guidance for Women to Secure a Seat at the Table How Board Sourcing Approaches Contribute To The Corporate Diversity Problem—And What To Do About It   Guest Bio Dr. Keith D. Dorsey is a researcher, author, advisor, and active board member focused on issues of diversity, governance, and strategic growth for private and public corporate boards. His recent research examined women executives' pathways to securing corporate board seats, yielding powerful insights about the barriers and facilitators unique to women candidates seeking these positions. His book, The Boardroom Journey: Practical Guidance for Women to Secure a Seat at the Table, combines his research insights with his extensive executive, board, and industry experience. He speaks on topics related to governance and navigating the path to the C suite and boardroom. As an executive advisor, he is focused on increasing Optimal DiversityTM within corporate senior management, executive, and board-level roles.  
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  83. Matching Board Members with Public Company Boards with Suzanne Brown 20.05.2025 28мин

  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  
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  82. Reimagining AI Board Intelligence with Raffaela Rein 07.05.2025 31мин

  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.
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  81. Building a High-Performing Board with Lynn Clarke 28.04.2025 32мин

  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.  
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  80. Mastering Robert's Rules of Orders with Susan Leahy 08.04.2025 34мин

  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.  
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  79. Enhancing Board Composition and Strategies for Board Leadership 24.03.2025 34мин

  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 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.