Independent judgement, for exactly as long as it matters

Series B and beyond: growth-stage investors typically require independent board representation in term sheets. Many founders benefit from outside perspective earlier, even at Series A, starting with an advisor is common, moving to a formal director as capital and scale-up complexity arrive. The right moment is when founder decision-making starts to strain against the size and complexity of the business, or when investors call for governance structure.

A board advisor is informal, carries no fiduciary duty or legal accountability, and offers counsel without a vote. A board director holds a formal seat on the statutory board, carries fiduciary duty and personal liability, and has voting power. Many founders start with an advisor to test the relationship; a director seat is the right structure when investors require it or when the weight of decisions calls for formal oversight. The transition can happen later as the company matures.

Typically 2 to 4 board meetings per year (1 to 2 hours each), plus pre-meeting preparation (1 to 2 hours per meeting). On-call availability for the founder or CEO to discuss big decisions is expected but unscheduled. Committee work, if relevant, adds 4 to 8 hours per year. The commitment rises around defined moments, a funding round, an acquisition, a product pivot, then settles. Experienced directors prepare efficiently and batch their work.

We start from a curated collective of 350+ vetted executives: founders, former COOs and CFOs, people who have scaled companies and faced the moments your company will face. We assess for founder-operator credibility, relevant experience, board-level judgment and founder-to-founder chemistry. We also stress-test for independence and alignment with your company’s values and stage. The goal is a match that works, not just a credential fit.

Compensation varies by stage. Early-stage companies typically offer modest cash retainers (USD 10,000 to USD 25,000 per annum) plus equity (0.1% to 0.5%, vesting over 3 to 4 years). Series B and beyond companies offer cash retainers (USD 25,000 to USD 50,000+ per annum) plus equity. Market varies, but the best independent directors care as much about the company, the team and the role itself as the compensation. These are market benchmarks, not our terms.

Yes. A strong independent director does more than attend meetings. They help the founder think through cash flow challenges, hiring decisions, market timing and financial controls. They open networks that matter as the company scales. They bring perspective on founder transitions and team dynamics. The board should be a sounding board, not just a compliance forum. Our directors are operators first; they know how to help without running the business.

Founder and director friction is normal and productive when handled well. The director is there to challenge thinking, not to rubber-stamp decisions. That said, founder-director relationship chemistry matters deeply. If the fit is wrong, the board does not work. Our matching process is careful to stress-test alignment. If issues arise, we also support the relationship so the board gets back on track. But if the match is fundamentally wrong, we help transition to a new director.