Private Equity Boards

The Gap Between Governance and Strategy Boards are responsible for overseeing strategy, yet many boards struggle to fulfill this role effectively. Instead of focusing on long-term strategic direction, board meetings often become dominated by operational updates and financial reporting. This dynamic limits the board’s ability to provide meaningful strategic guidance. Too Much Operational Detail Many board meetings focus heavily on detailed operational updates. While operationa

The Role of Independent Directors in Private Company Governance Independent directors play an increasingly important role on private company boards. As companies grow, investors and founders often recognize the value of adding outside perspectives to strengthen governance and strategic decision-making. However, not every experienced executive automatically becomes an effective board member. Serving as an independent director requires a specific combination of mindset, experie

Understanding the Legal Responsibilities of Board Members Serving on a board of directors carries significant responsibility. Directors are not simply advisors they are legally responsible for overseeing the company in the best interests of its shareholders. For private company boards, these responsibilities center on three fundamental fiduciary duties. Understanding these duties is essential for both companies building boards and executives serving as independent directors.

Understanding How Governance Works in Different Environments Many executives pursuing board positions assume that governance works the same across all organizations. In reality, public company boards and private company boards operate in very different environments. Understanding these differences is critical for executives who want to serve as independent directors and for companies building effective governance structures. While both types of boards share fiduciary responsi

Private equity and venture capital investors play a central role in shaping the governance of their portfolio companies. In many cases, investors hold multiple board seats and maintain close involvement in strategic decisions, capital allocation, and leadership oversight. This structure can be highly effective in driving growth and ensuring alignment with the investment thesis. However, boards composed primarily of investor representatives and founders may lack the broader pe

Board composition should evolve as a company grows. The skillsets that are valuable during early growth are often different from those required when a company begins scaling operations, managing acquisitions, or preparing for a potential exit. Yet many private company boards remain static. Directors are added through networks, investor relationships, or founder familiarity rather than through a deliberate evaluation of what expertise the company needs next. The most effective

Private company boards are often composed of individuals who have deep expertise in the company’s industry. That experience is valuable. It provides context for strategic decisions, helps interpret market signals, and supports management during complex operational challenges. However, when every director comes from the same industry background, boards can unintentionally fall into industry groupthink. Adding an independent board director from an adjacent industry introduces a