Board Development and Management

“If you’re not at the table, you just might be on the menu.” This was how Mrs. Ronke Sokefun, Partner at Templars and seasoned Non-Executive Director opened our recent Ascent Boardroom Masterclass. It was a clear call to action to shift our mindsets of what Board readiness really means and requires. At the end of the Masterclass we left with a real sense of purpose and direction of how to not only prepare but position and perform at the highest levels of leadership. Here are 7 lessons, taken from Mrs. Sokefun's session, every mid–senior-level female executive must master to move from overlooked to board-ready: 1. Shift from Doing to Directing At board level, you are no longer the executor of tasks you become a custodian of vision. That mindset shift is the real beginning of board readiness. 2. Visibility Is Not Vanity. It’s Strategy You cannot be appointed if no one knows who you are. Thought leadership, digital presence and clarity of expertise are not optional they are part of strategy. 3. Competence Builds Confidence — Not the Other Way Around Confidence doesn’t show up before you speak, it shows up after you’ve done the work. Invest in governance education, risk, finance and strategy. That’s what earns you respect in the room. 4. Your Network Is Not Who You Know — It’s Who Knows Your Name Board appointments don’t fall from heaven. They come through relationships the right rooms, the right visibility and intentional positioning. 5. Your Real Boardroom Currency? Integrity + Emotional Intelligence At higher levels, technical brilliance isn’t enough. Boards are looking for balance, judgment, discretion and humanity under pressure. 6. Don’t Get Ready — Be Ready By the time opportunity comes, preparation is too late. Board readiness is not a moment, it is a posture. 7. The Hard Truth About Board Meetings “Your board meetings are not conversations. They are exams. You must read. You must prepare. You must speak.” At board level, brilliance alone won’t save you, preparation will. Being told you are quiet is not a compliment in the boardroom. These are just some of the few board ready nuggets Ascent Club members digested. All our members have access to the recordings and this is certainly one video we will keep rewatching! Special thanks to Mrs. Sokefun for being a true supporter of the female leadership and talent pipeline. This is why we built Ascent Club not just to share inspiration, but to equip executive women with visibility, strategic positioning and real boardroom readiness and we are super grateful to all our facilitators and speakers who have joined us over the last 5 months! So if you are a female executive on her board readiness journey, remember that board readiness isn't about waiting for permission, it's about preparedness, positioning and strategically putting yourself forward. And the best part is you don't have to do it alone. We can help you at Ascent Club Which of the 7 lessons resonated with you the most?

Great Board conversations don’t sell—they stretch your thinking. Having spent time both as a member of the management team working with the Boards and as a Board member myself, I’ve seen a few common pitfalls that even seasoned leaders fall into. Here are three that stand out: 1. Trying too hard to “sell” the strategy. Your job with the Board isn’t to pitch—it’s to inform. The goal is to create a regular rhythm of updates around the business, strategy, and execution. One of the fastest ways to lose credibility is to act like everything’s perfect. Every company—no matter how successful—has real challenges. Board members know this. Being candid about those challenges doesn’t make you look weak. It makes you trustworthy. Transparency matters. Your numbers already tell part of the truth. Bring the rest. 2. Keeping the strategic aperture too narrow. Executives often focus on operational detail and forget that Boards can be most helpful in widening the lens. Leverage their distance from the day-to-day as a feature, not a flaw. I cringe when I hear, “I need to dumb it down for the Board.” In reality, the best Boards raise the level of strategic thinking. Bring them into big questions: “What does our industry look like in five years? Where should we be positioned?” Boards are at their best when they help you challenge your assumptions and stretch your thinking. 3. Not asking for guidance. Some of the best advice I’ve ever received in my career has come from Board members. Don’t just report—ask. Tap into their experience. Invite their perspective. The Board appreciates humility, especially when you say, “I haven’t figured this out yet—I don’t have the answer. But what are the strategic issues you would consider if you were in my shoes?” Because here’s the truth: The smartest executives don’t try to impress the Board—they learn from it. And here are 3 things I’ve learned to always get from a great Board conversation: 1. Start with the commercial “why.” Boards aren’t there for a product roadmap walkthrough—they want to understand business impact. Always lead with the commercial dimension. Why does this matter for revenue, margin, competitive advantage, or long-term growth? When you start there, everything else has context. Your Board isn’t a stage—it’s your secret weapon. 2. Define what good looks like. One of the most helpful things you can do is to show what “great” would look like—clearly and with metrics. It gives the Board a benchmark to assess against, and it keeps the conversation focused on outcomes, not just activity. 3. Ask what you’re not seeing. The question I’ve found most consistently valuable: “What do you think we’re not thinking about as a management team?” You’ll be amazed at the insight that comes back. This invites perspective without defensiveness—and you’ll often uncover blind spots or strategic angles that weren’t even on your radar. Because Boards aren’t there to be dazzled—they’re there to help you see what you can’t.

If I had to rebuild a nonprofit board from scratch today, I wouldn’t start with donations, instead I would start with: Decisions. Because most boards aren’t underperforming due to lack of funding. They’re underperforming due to lack of firepower. Here’s exactly how I’d build a board that acts more like a founding team: 1. Recruit for wisdom, not wallets Stop saying: “We need help fundraising.” Start saying: “We’re assembling a strategy team to scale [your mission].” You’ll attract operators, not spectators. Mission-obsessed thinkers instead of passive check-writers. 2. Treat them like co-founders, not cheerleaders Forget the tired “give, get, or get off.” Do this instead: • Assign 90-day micro-committees • Match board seats to real functions (finance, policy, partnerships, etc.) • Give them a problem to solve, not a deck to watch People join boards to build. Not just vote. 3. Build range, not just representation Diversity isn’t only about background. It’s also about capability. Your dream board includes: • A CFO who’s saved a company from collapse • A founder who’s scaled under pressure • A comms expert who can turn your work into headlines • A policy insider who’s worked the system from the inside That’s how you make your board crisis-proof. 4. No more status updates Board meetings should feel like war rooms, not weather reports. • Send a pre-read • Ask one bold question: “What’s blocking our growth this quarter?” • Leave with actions, not applause People thrive when they’re pushed to think, not just sit. 5. They don’t need to raise money. They need to open doors If your plan is “ask their friends for $500”… you don’t have a plan. Instead: • Train them to broker strategic intros • Have them host private briefings • Leverage their name in the room • Get them active on LinkedIn Smart boards don’t just support your work. They scale it. 6. Culture over bylaws The best boards run on: • Candor over comfort • Curiosity over control • Momentum over perfection You can’t build a high-impact board on politeness and PowerPoints. In 2025, a board should feel less like a committee. And more like a startup team. Not a group of donors. A circle of builders. Comment “Board” and I’ll send you a free resource to help you build one. With purpose and impact, Mario

I couldn’t ignore this. The recent CEO resignation at The Astronomer following the Coldplay incident is a fascinating case study in leadership accountability and boardroom dynamics. As a Chartered Administrator and PhD holder in Management Sciences, I find this situation particularly relevant, not for the gossip, but for what it reveals about the evolving responsibilities of leadership and the strategic role of governance. In today’s world, CEOs are not just business drivers; they’re brand ambassadors. Their actions whether inside the company or on a public stage carry weight. And when public perception turns negative, it’s the board that must step up and manage the fallout. Here are a few key reflections from a governance perspective: 🔹 Leadership today is 24/7: The lines between personal conduct and professional image are blurred. A moment can cost reputation sometimes irreparably. 🔹 Board independence is essential: A mature board knows how to respond with clarity and integrity, ensuring that decisions protect both the company’s values and its future. 🔹 Reputation is a board-level risk: It must be treated with the same rigour as financial, operational, or legal risks. Governance isn’t only about compliance; it’s also about conscience. 🔹 Culture, context, and communication: In a globalised setting, cultural awareness and emotional intelligence are non-negotiable traits in leadership. This isn’t about judging individuals. It’s a professional reflection on how fragile trust can be, and how vital it is for leadership and boards to act with foresight, empathy, and strategic clarity. Good governance isn’t tested when things are smooth; it’s revealed when the unexpected happens. Dr. Carine Jennings-Ferreira Ph.D

𝗬𝗼𝘂 𝗱𝗼𝗻’𝘁 𝗰𝗵𝗼𝗼𝘀𝗲 𝘁𝗵𝗲 𝗕𝗼𝗮𝗿𝗱, 𝗯𝘂𝘁 𝘆𝗼𝘂 𝘀𝗵𝗮𝗽𝗲 𝘁𝗵𝗲 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 New CEOs rarely arrive with new boards. More often than not, the board is already in place with set priorities and governance traditions. Unlike Executive teams which CEO’s can gradually shape through appointments and rotations, boards tend to have longer tenures, which means that the CEO is likely to work with the same board for the entirety of their service.   In the early days, while it might be tempting to reimagine the board and wish for one more aligned to your ideals, it is more prudent to seek clarity and alignment.  Drawing from both books and my own experience, a few key lessons stand out about aligning with an existing board while charting a new course: 𝗟𝗶𝘀𝘁𝗲𝗻 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗹𝗲𝗮𝗱 Every board has its own rhythm, history, and unwritten codes. In early meetings, asking more questions than you answer and observing how directors deliberate and where influence lies builds trust more effectively than asserting authority. 𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝘁𝗵𝗲 𝗹𝗮𝗻𝗲𝘀 The board governs, while the CEO executes. Preserving that distinction is crucial. When boundaries blur, both roles suffer. Clear communication and strategic focus build mutual confidence. 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 Boards respond best to transparent strategy and clear framing of risk and opportunity. Distilling complex issues into focused priorities, supported by data and timelines, accelerates alignment and enables faster decisions. 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝗵𝗶𝘀𝘁𝗼𝗿𝘆 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝗱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 Boards often carry history, be it from past transitions, refined strategies, or external shocks. A CEO who acknowledges that history without being defined by it shows emotional intelligence and strategic maturity. One-on-one conversations with directors can help you quickly unearth insights that will be instrumental in your future engagements with the Board.   Manage expectations early Boards carry both hopes and pressures. Without clear expectation setting, a CEO may be measured against unspoken assumptions. Clarifying what is realistic in the short, medium, and long term fosters shared understanding and prevents avoidable frustration. 𝗠𝗮𝗸𝗲 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝘁𝗵𝗲 𝗴𝗼𝗮𝗹 Alignment is not about unanimous agreement. It is about building conviction around shared purpose and direction. Dissent, when used to test assumptions, can lead to stronger, more resilient decisions. The Chair–CEO relationship is central to this. Investing in it sets the tone for the entire board. The CEO–Board relationship should never be an afterthought. It is a cornerstone of resilience and a catalyst for long-term growth. • How are you building trust with the board you have today? • What principles have helped you align with a board you did not choose? • And perhaps most importantly, how are you unlocking the potential of the one you inherited?

Climate Risks Are Financial Risks An alarming USD 1.14 trillion in corporate value, linked to the world's largest stock markets is exposed to severe socio-economic impacts from #climatechange by 2050. Data from the Climate Hazard and Vulnerability Index (CHVI) highlights a critical blind spot for many businesses: 📌 48 countries will be highly vulnerable to socio-economic climate impacts by mid-century, double today’s figure. 📌 Major emerging markets are expected to face significant climate-related disruptions. 📌 India alone accounts for over USD 1 trillion of the at-risk corporate assets, dramatically impacting global markets and supply chains. 🚨Companies must place dedicated climate leadership at the highest level to proactively identify risks, anticipate market disruptions, and strategically invest in long-term resilience. 🚨 Businesses should move beyond physical hazards to systematically report and manage socio-economic climate vulnerabilities. Transparent, detailed disclosures help stakeholders understand risks and encourage informed investments. 🚨 Corporates must prioritize investment in resilient infrastructure, diversified supply chains, and sustainable practices, particularly in vulnerable regions. This strategic foresight protects operational continuity and market valuation. The globalized nature of corporate operations means that climate vulnerability anywhere becomes a financial risk everywhere. 🌱 Is your company equipped with climate leadership at board level? Read more here 👇 https://lnkd.in/eFnsnjyY #ClimateRisk #ClimateLeadership #SustainableGovernance #ESG #BoardGovernance #InvestmentStrategy #Resilience #ClimateAction

Early in my career as a CFO, I opened a 60-slide board deck to present in our quarterly meeting. By slide 4, the Chair stopped me and asked, “Cameron, what do you want from us?” That question stung and it changed how I run boards forever. 💡 Board meetings aren’t report-outs. They’re decision forums. It’s not about reciting metrics or proving effort. It’s about getting clarity on what moves next. 🎯 Here’s the 3-step formula I now follow to make that happen: 1) Start with the ask. Before you open your deck, be clear on what you need from the board. A decision? A green light? A perspective? If you can’t summarize your ask in one sentence, you’re not ready to present. 2) Simplify the narrative. Most CFOs think the board wants everything. They don’t. They want the why and the so what. Cut the noise, connect the dots, and frame every slide around what truly matters to the business. 3) Tie every metric to a story. Don’t stop at “what happened.” Explain “why it matters” and “what we’ll do next.” Every metric should lead somewhere, otherwise, it’s trivia. Once I reframed meetings around action, everything changed. Our discussions became faster, decisions clearer, and execution sharper. ⚡ That shift also supercharged trust. The board began seeing finance not as a function but as a strategic partner that keeps the business moving forward. If you’re a CFO still measuring success by how much you present → flip it. Measure it by how clearly the board moves after you’re done. P.S. I advise CFOs and VPs of Finance on building decision clarity, tighter narratives, and leadership rhythms that move the business forward. Reach out if you want to strengthen how your team shows up in the boardroom.

I recently sat through 87 slides and a ton of information. A CEO presenting to the board. Every metric. Every detail. Every footnote. Three hours later, we still hadn't discussed strategy. Here's what most executives get wrong about boards: They think more data equals more credibility. It doesn't. Boards don't need to know everything. They need to know the right things. What actually matters in the boardroom: → The 3 decisions that need making today → The 2 risks keeping you awake at night → The 1 opportunity we might be missing That's it. I've sat on boards across banking, finance, and international businesses. The best CEOs I've worked with? They walk in with 10 slides maximum. They spend 80% of the time in discussion. They leave with clear direction. The weakest ones? They hide behind PowerPoint. They confuse volume with value. They leave boards overwhelmed and under-informed. Your board isn't there to audit your work. They're there to help you think strategically. Give them space to do that. Less slides. More conversation. That's how you get real and good corporate governance.

Dear bootstrapped founders: set aside 2% equity and build an advisory board. Here’s how and why. Why: it turns out boards (when done right) are helpful. They put people in your corner who have seen the game played 100 times and can help you see around corners, avoid mistakes, etc. There are lots of great things about not having a formal board, but lack of experienced advisors is a huge downside. But you can fix this. How: - set aside a small pool of equity. We did 2% at stacker. This is for advisors, all time. - think - what are your blind spots? Where do you wish you had someone to call with burning questions, or poke holes in your strategy. This is different for everyone. For stacker we wanted someone with media operating experience, someone with corp dev experience, etc. - start networking. Do not meet someone, like them, and immediately grant them equity. Find people that are excited about your business. Be upfront you’re looking for advisors. Work on problems w them. The right people will be excited to work on problems at the start without pay, becayuae they love your business and are passionate about what you’re solving. - pick some advisors. We used the FAST framework to help choose the right equity and time commitment. Google this. - use them well. I meet w each of our advisors for 30 mins monthly(separately), and then as a group once a quarter. They hold no power, but call me on my bs. It’s so great. We didn’t do this until two years in, and we would’ve avoided so many mistakes had we started earlier. Swallow your pride, go get some amazing people in your corner.

A few weeks back, I watched Maggie Hott, GTM leader at OpenAI, confidently navigate her first board meeting at Unify. Having worked with her through Emergence Capital's Operator in Residence (OIR) program, seeing her immediately contribute valuable insights made me think about how most board members receive virtually no training for this critical role. At Emergence, we've built our firm around developing board excellence. We grow all our partners from within and have established a culture of mentorship focused on board service. Junior investors aren't thrown into the deep end—we pair them with senior GPs to observe effective board dynamics firsthand. My initial experience was at DroneDeploy alongside my partner Kevin Spain, where I got great mentorship before taking on independent board responsibilities. We extend this methodology to our OIR program, where operators learn how to be effective board members. Based on my experience mentoring directors, here are the fundamental principles I share with first-timers for how board members can best support founders: 1. Reframe the purpose: Problem-solving, not reporting If your board meeting is primarily reporting, you're wasting your management team's time. Information sharing should happen asynchronously, with board members engaging with materials before the meeting. This enables the live session to leverage collective intelligence on critical challenges. This rarely happens because many directors overextend themselves across too many boards—another reason we maintain a disciplined investment pace. 2. Master the Socratic approach The most valuable contribution often comes through thoughtful questions rather than declarative statements. Your objective is to enhance the decision-making capability of management. I enter each meeting with 1-3 specific areas where I know I can add value, focusing questions on these topics. 3. Follow-through separates professionals from amateurs Diligently document your commitments, establish clear action items, and execute them. It's crazy how just doing this proactively makes a board member stand out. 4. Understand your unique contribution to the board ecosystem A high-functioning board resembles a great basketball team—you need complementary skills, not redundant ones. In every meeting, I stay conscious of my distinct value relative to others in the room, whether that's SaaS expertise, AI knowledge, or a particular relationship dynamic with the CEO. I calibrate my role based on needs—sometimes assertively addressing areas where others have less experience, other times asking probing questions where fellow members have deeper expertise. -- To my knowledge, Emergence is the only VC firm with a formalized program dedicated to board excellence. It's an investment that yields returns where they matter most—in bending the odds of success for our founders. Founders, I'm curious: What board member behaviors have you found most valuable?