BOARD POSITIONS
Tailored Search and Staffing
for Diverse Advisory and Supervisory Boards
The orientation of advisory and supervisory boards is as diverse as the organisational landscape. Medium-sized (family) companies with differentiated advisory or supervisory bodies are contrasted by stock-listed corporations with highly regulated supervisory boards.
A newly designed scale-up board with independent and VC-representing members or a joint venture board creates a completely different dynamic. In practice, there are significant differences in the composition of advisory and supervisory boards.
Only with a strong understanding of the company, its governance model, and the requirements of the shareholders can the right advisory board members be recruited, always keeping in mind the complementary competencies of the board members and the diversity (not only gender) needed to create an optimal board dynamic.
Hans Jonkers
Managing Director
The selection of suitable candidates for the formation of the supervisory board requires a high degree of sensitivity and professionalism, especially when including diversity aspects with a specific fit with regards to the company’s own control environment. Here, the Board Positions Practice Group supports you with tailor-made solutions.
Klaas Bovenhuis
Managing Partner & Program Director Governance Academy
Customized Board Solutions for Family-Owned Enterprises
Owners of medium-sized (family-owned) companies have a great leeway in setting up their advisory boards. But in order to master entrepreneurial challenges in the long-term and to meet the individual needs of the shareholder and family structure, tailor-made appointments respecting companies’ history and culture must be made.
Evolving Standards in Corporate Governance
Corporate governance of stock corporations, on the other hand, focuses on constantly evolving quality standards and stakeholder interests. The composition and functioning of supervisory bodies are attracting increased public attention and require the professionalization of monitoring work.
Scaling Up: Board Dynamics and Expectations
For a Scaleup board the risk profile and reputation risk might come in play. Important for the board member is to understand the typical dynamics around a Scaleup such as its financial situation and financing rhythm, agility and required speed, growth before EBIT, replacement of leadership/founders, technological innovation, new working method and much more. On the other hand, a Scaleup might expect more from its Supervisory board members in guidance, coaching, industry know how, networking and so on.
