Adding Independent Board Directors to help your business succeed

September 30, 2025

by a professional-advisory from Massachusetts Institute of Technology - MIT Sloan School of Management in Atlanta, GA, USA

For those acquiring or transitioning businesses, adding an independent director can provide objective guidance, operational insight, and governance discipline that supports both short-term performance and long-term success. I am available to serve as an independent board director for companies. Along with experience from currently serving on two company boards and certification in Private Company Governance, I have a 20+ year career in Operations and Engineering leadership. In addition, I bring board experience in Enterprise Risk Management, creating successful Board-CEO relationships, strategy + budget, succession planning, and asking insightful questions that allow all involved to better understand the issues and options. I utilize this practical, results-oriented perspective to help owners, buyers, and sellers strengthen oversight, reduce risk, and unlock value. I would be glad to connect with those interested in discussing opportunities.

Reply by a searcher
from Harvard University in Atlanta, GA, USA

Agree that *Good* Independent directors are incredibly useful. Especially if 1) the executive team doesn't have a lot of experience in the sector or doing the types of things you're working on strategically (acquisitions, etc.) or 2)other board members are not very engaged/helpful to the exec team. Weak directors though are more harmful than not having them. You need to think about the state & size of the business and whether you can afford it. A good director isn't free. If you've bought a business that is doing $1.5M in sales and you are focused on working on basics of improving different aspects of the business day to day but not doing other M&A or big fundraises for the next###-###-#### months, the value to you vs. cost may not make sense. If you have a director besides paying them you need to have board meetings, need D&O insurance, etc. Levers that drive the need are: size of business; your exec experience in that sector; M&A you anticipate over next###-###-#### months; composition of your board (if you have one) If your other directors are shareholders an indep w/ industry experience and/or experience in what you're going to be trying to do can be helpful outside perspective. If you simply want someone for advice you could do an advisory board - no voting rights and you're paying them for guidance/advice but lower commitment on your part.

Reply by a searcher
from London Metropolitan University in United Kingdom

Thanks Luke. Paul Sims's comment above stated it quite well. An addition is that a board member should be someone who had actually been involved in at least few transactions and played an active role in either due diligence, transition or integration i.e in the trenches. Not someone whose company where he/she was working got acquired or they took over another company without this person been actively involved.. no no

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