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
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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.
Each program participant is provided an opportunity to develop relationships with existing board leaders and further refine their future board interests. This long-standing relationship has allowed us to introduce boards to the next generation of board members and provide board-ready senior executives access to a variety of corporate governance opportunities.
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Silicon Valley Bank Collapse: Lessons for BoardsSilicon Valley Bank Collapse: Lessons for BoardsBoard members with risk management experience are important — but a company also needs a chief risk officer.
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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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15 Strategies for Becoming a High-Impact GC15 Strategies for Becoming a High-Impact GCToday’s GC is not just a legal advisor and organizational watchdog; they’re a valued partner to the C-suite and a key player in business, financial, and risk management decision-making.
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A Tale of Two Boardrooms: How the GC Role is Evolving on Both Sides of the AtlanticA Tale of Two Boardrooms: How the GC Role is Evolving on Both Sides of the AtlanticThe general counsel is no longer just a legal gatekeeper—they’re a strategist, risk manager, and increasingly, a business leader. In this article for Law.com International, Elena Bajada and Casey Feldman explore how the GC role is evolving on both sides of the Atlantic—from Wall Street to Mayfair. From AI governance and ESG to private equity and executive committee influence, GCs are stepping into broader leadership roles with real strategic impact. Read how cultural context shapes the GC’s path to power—and why the future of legal leadership is unmistakably global
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How 1Ls Can Plan For Sped-Up Summer Associate HiringHow 1Ls Can Plan For Sped-Up Summer Associate HiringThe summer associate hiring timeline is changing fast — and it’s not waiting for you to catch up. Kate Reder Sheikh’s latest piece in Law360 Pulse breaks down how elite firms and law schools are accelerating the OCI process, with prerecruitment starting as early as March of 1L year. That means students are making career-defining decisions before they’ve even finished their first year. The article offers practical advice for navigating this compressed timeline — from prepping early and networking with upperclassmen to asking the right questions and researching firm culture. Whether you're a current 1L, a prelaw student, or someone mentoring future lawyers, this is a must-read.
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