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
Insights
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Weil Shows What Happens When Any Partner Could Leave at Any TimeWeil Shows What Happens When Any Partner Could Leave at Any TimeWhat does the sudden collapse of one of the world’s most prominent law firms reveal about the way firms must be led today? In a timely new op-ed for Bloomberg Law, MLA President John Cashman examines the dissolution of Weil Gotshal & Manges and the larger lesson it holds for law firm leaders: in today’s intensely competitive talent market, profitability and reputation alone cannot guarantee stability.
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After Layoffs, Junior Associates Must Balance Speed and StrategyAfter Layoffs, Junior Associates Must Balance Speed and StrategyKate Reder Sheikh shares lessons for the most junior associates job hunting after a layoff: Broaden your search in firm rank, geography, and practice area, but also show firms your interest goes beyond a safe harbor.
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Asset-Managing In-House Counsel Need Clarity on CompensationAsset-Managing In-House Counsel Need Clarity on CompensationIn his latest op-ed for Bloomberg Law, Dimitri Mastrocola examines the growing role of long-term incentives in compensation for legal and compliance leaders at alternative asset managers, and why greater clarity around those awards matters when attracting and retaining senior talent. As GC, CLOs and CCOs take on broader roles in fundraising, product design and enterprise-level decision-making, firms have an opportunity to ensure their compensation structures, and the way they communicate them, reflect that expanding strategic value.
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