Board Services
We Excel at Building Diverse, High-Performing Boards.
Never have the stakeholder demands on boards been greater—from shareholders, employees, customers, regulators, proxy advisors, activist investors and the general public. Additionally, the dynamic nature of today’s capital markets, geopolitical events and technology advancement all point to the need for boards to reassess their current capabilities and focus on governance effectiveness and board refreshment. We are intimately familiar with the qualities new directors must embody to meet current boardroom demands and the expertise needed to enhance future board decisions.
We work collaboratively with board leadership, governance and nominating committees, CEOs, general counsel and senior leadership teams to build successful, enduring enterprises. We are deeply committed to accelerating diversity in executive leadership teams and in the boardroom—over 70% of our placements during the past seven years have been diverse.
Our Board Services team has a proven track record of assisting boards with:
- Director Search, Onboarding and Assimilation
- Board Refreshment Planning
- Governance Effectiveness Assessments and Board Development Plans
- CEO Succession Planning
- Pre-IPO Governance Readiness
- Private Company Governance Effectiveness
- M&A Integration Governance Planning
Led by a faculty comprised of high-performing public and private company board leaders, complemented by corporate governance content experts from the University of California, Berkeley Haas Business School, the NextGen Directors program experience covers key corporate director duties and responsibilities, the work of the full board and individual committees, an interactive board case session and governance best practice exchange.
Learn more about the NextGen Directors program and the Directors Academy.
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Improving the First-Year Experience for New DirectorsImproving the First-Year Experience for New DirectorsIt is no secret that in the past many corporate boards did a less-than-sufficient job of onboarding directors. In the days when new board members were often known to one or more of the exist-ing directors, the lack of a well-designed onboarding process did not significantly impact the overall contribution of that individual. Informal networks would often fill the gap.
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Governance Effectiveness & Advisory Services
- Enterprise Oversight
- Corporate Governance
- Strategic Planning
- Succession Planning and Management Compensation
- Board Composition and Meetings
- Board Leadership
- Committee Structure and Overall Performance
- Individual Committee Performance
- Stakeholder Engagement
- Board Culture and Director Engagement
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Corporate Boards Have Recruited Diverse Candidates in Greater Numbers Than Ever Before; Fully Engaging Them is the Next PriorityCorporate Boards Have Recruited Diverse Candidates in Greater Numbers Than Ever Before; Fully Engaging Them is the Next PriorityOver the past 18 months, particularly amid the social and racial justice movements, one important impact in the corporate world is that companies have brought on more non-traditional, diverse candidates to their board of directors than ever before.
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Insights
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What's the Gender of Money?What's the Gender of Money?It has been 53 years since The Equal Pay Act was introduced. However, PwC research reveals that nearly half (46%) of companies reported their pay gaps remained unchanged or even grew in the last year. The sad truth is that the generation of women born in 1970 have been failed by the intrinsic bias present from the start of their career.
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How Midsize City Firms Are Luring Talent Away From BigLawHow Midsize City Firms Are Luring Talent Away From BigLawIn the wake of the post-pandemic hiring surge many law associates are reevaluating their priorities, and with midsize City firms offering a better work-life balance, greater focus on team fit and opportunities for upward mobility, the traditional legal career path offered at BigLaw firms is no longer passing muster, says Ria Karnik at Major Lindsey.
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AI for Pharma Companies: The Role of Legal DepartmentsAI for Pharma Companies: The Role of Legal Departments"As important as it is for in-house legal lawyers to play the role of experienced strategic adviser on implementing AI, for strictly regulated industries like pharmaceuticals, it is equally important to have a keen legal mind on the case to ensure that an AI transformation remains compliant," Jerry Temko explains in his new article.
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