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BOARD OF DIRECTOR TALENT BANK QUESTIONNAIRE

YOUR NAME:


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1.0 PLEASE DESCRIBE YOUR PREVIOUS BOARD EXPERIENCE. WHAT DID YOU LIKE/DISLIKE ABOUT EACH EXPERIENCE?


2.0 WHAT TYPES OF BOARDS BEST BALANCES YOUR INTEREST WITH MOST PROBABLE FIT?

    Large Cap Public Company

Expect 100-150 hours of service at the board level plus another 150 hours per year if you are on the Audit Committee. There is a heavy emphasis on oversight. There may be 5-6 other people on this Board. Much of the heavy lifting is done at the committee level and you are expected to join at least two committees. Assume one of the Committees is the Audit Committee.

Compensation may be a mixture of salary and equity. The public exposure can be high. You will have Director & Officer Liability Insurance to deal with legal costs and claims in the event of lawsuits. But you still risk damage to your reputation.


    Mid Cap Public Company

Mid Cap Public Company. Same as above. Slightly lower compensation. Lower reputational risk


    Small Cap Public Company

Small Cap Public Company. Even less reputational risk. There is a balance between oversight/audit and providing advise/counsel. You might be asked to help open doors to improve sales, develop strategic alliances, etc.

There is less company staff to assist you at the Committee level, but the work is also less complex. Compensation will be geared towards stock options. Typically assume .5-2%, depending on your reputation in the business world.


    Private Company on Way to IPO or Acquisition

This is a shirt sleeve role. Help open doors for the company. Less committee work and more work done by the full board. Assume little to no cash compensation but 1-3% equity.


    Heritage Private Company

This might be a family dominated business with strong cultural values. It may or may not have an exit strategy. It has strong corporate culture that center on treating customers and employees "like family."

You will be an external director brought in to provide perspective, and perhaps open doors. There is very little committee work. You must be willing to raise difficult issues that the owner wishes to avoid.

Many of these issues will revolve around leadership succession and the competence/lack of competence of family members for leadership roles.

Your job is to raise these important issues.

Another heritage company might be a community bank or credit union. There is a strong culture and the goal is to continue that culture while conforming to regulatory requirements.


    Large Nonprofit

This company is well known in your business community. There is a certain prestige associated with being on the Board.

Not only will you NOT receive compensation, but you will also be expected to donate money each year or bring in people who can donate.

There is an active committee structure. There may be 20-25 people on the full board. The core work is done at the committee level. The real power is with the Executive Committee and the President.


    Small Nonprofit

You must be motivated by the mission. You will not receive cash compensation. You may be expected to make an annual contribution. Most of the work is done as a full board.

This will be a "shirt sleeve" assignment.

Typical companies might involve community-based human service organizations or local professional associations.


3.0 COMMITTEES WHERE YOU HAVE DEMONSTRATED SKILLS TO ADD VALUE. PLEASE EXPLAIN IN DETAIL WHY YOU HAVE SKILLS FOR THESE COMMITTEES:

Audit
Investment
Compensation
Nominating & Governance
Other Committees:


4.0 SPECIFIC SECTORS OR INDUSTRIES WHERE YOU HAVE EXPERIENCE/CONTACTS:

EXAMPLES: ENERGY, COMMUNITY BANKING, INVESTMENT BANKING, FAMILY OFFICES, FINTECH, SaaS, SOCIAL MEDIA, LEGAL, ACCOUNTING, COMMERCIAL REAL ESTATE, RESIDENTIAL REAL ESTATE, COATINGS, TRANSPORTATION, LOW TECH MANUFACTURING, HIGH TECH MANUFACTURING, SOFTWARE, PROFESSIONAL SERVICES, HEALTH CARE DELIVERY SYSTEMS, MEDICAL DEVICES, PHARMACEUTICALS, INTERNET OF THINGS, ETC.


5.0 TOPICS WHERE YOUR EXPERIENCE GIVES YOU VALUE FOR CONVERSATIONS WITH THE FULL BOARD:

Compensating the CEO and the top management team
Managing Crisis
Finding New Sources of Revenue
Initial Public Offering
Evaluating strategic alliances
Hiring/Firing CEOs
Cybersecurity
Review of financial performance
Risk Management
Succession Planning
M&A Evaluation
M&A Integration
Opening plants/offices in new regions of the country/globe
Review of corporate strategy
Spinouts
Major Gifts
Planned Giving
Foundations
Alliance
Government Relations
Other:


6.0 HAVING COMPLETED YOUR RESPONSES TO THE ABOVE QUESITONS, CAN YOU GO BACK TO THE BOARD OF DIRECTORS TALENT BANK BOARDOPTIONS.COM. NOTE THE WAY WE DESCRIBE BOARD VALUE OF CANDIDATES. CAN YOU DO A DRAFT OF HOW YOU WOULD DESCRIBE YOUR VALUE FOR A BOARD USING OUR FRAMEWORK?


7.0 PLEASE EMAIL YOUR REPONSES TO THIS QUESTIONNAIRE PLUS SEND A COPY OF YOUR RESUME TO: LSTYBEL@BOARDOPTIONS.COM




BOARD OPTIONS, INC.
60 State Street, Suite 700
Boston, MA 02109
Tel. 617 594 7627
lstybel@boardoptions.com
www.boardoptions.com

 

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