The Better Boards Podcast Series

Send us Fan Mail Beyond listed corporations, there is a vibrant world of start-ups, scale-ups, and organisations at the pre-IPO stage. What does it take to add value to these Boards, and how does the work differ from that of a listed organisation? Most importantly, how can working with these companies shape a Board portfolio career? In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Susanne Chishti, Chair of FINTECH Circle, Europe’s first Investor Network focused on fintech investments. Susanne is an experienced Non-Executive Director, best-selling author, and in 2024, was named as one of the Top 100 Women in Fintech. She is also a former CNBC fintech commentator and a guest lecturer at the University of Cambridge and Warwick Business School. “At every single stage, customer and investor expectations increase“ Susanne sees the role of Board members shifting as companies move through different stages. Initially, in the start-up stage, Board members add value by providing practical help to entrepreneurs, demonstrating a strong governance model, opening doors and developing a strong go-to-market strategy. Then, at the scale-up stage, Board members work closely with VCs and investors and add value by showing there’s a strong governance model in place and that invested funds will be well looked after. When a firm prepares to go public, the role changes again, and Board members add value by helping the firm prepare for public scrutiny and public governance structures. “It is not easy for somebody who has managed 10,000 people in a large bank to come into a startup with 10 people and add value without killing the innovation, fast movement, and agility of a start-up" For Susanne, it is vital that Board members have an awareness of the scale-up cycles and where their company is in the cycle. This helps inform Board members about what value they can bring. Ideally, Board members maintain flexibility and an openness to learning what’s needed in the moment. She acknowledges this requires listening, humbleness, and savvy observation of the environment. “Lots of large private companies have not yet gone public, but they are more successful, you could argue, than large, listed companies.“ Susanne notes the private market is fairly new and expanding rapidly. Joining the right start-up at the right stage can offer a chance to experience a similar or greater level of challenge, opportunity, and success than at a listed firm. “In order to be inside the funnel which headhunters use, it's important to understand who the right headhunters“ To get a Board seat takes intentional networking and relationship building. For networking, Susanne recommends FINTECH Circle and FinTech conferences. The three top takeaways from our conversation for effective boards are: 1. FinTech and technology sectors offer great opportunities for Board members to add value, even without a pre-existing tech background. 2. Getting a Board seat requires an intentional plan to network and build headhunter relationships. 3. Look at this opportunity as a potential long-term enrichment of your life and an enjoyable extension of your career path. and best-selling author, and in 2024 was named Come Join The Better Boards Community We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Send us Fan Mail In capital-intensive, brand-driven organisations, strategic ambition must be matched by disciplined governance. Effective governance links capital allocation to technology strategy, culture development, and measurable KPIs, so that speed and ambition balance with long-term enterprise value creation. In this podcast, Dr. Sabine Dembkowski, Founder and Managing Partner of better Boards, is joined once again by Marco Mattiacci, a global executive with 25+ years of leadership across the luxury, automotive sector - Aston Martin Lagonda and Ferrari, Formula 1, and media. He has operated at the CEO and Board–Executive levels in capital-intensive, high-visibility environments, partnering directly with shareholders, sovereign investors, and rights-holders across the USA, Europe, China, and Japan. “It is important that you don't have very general or first-level KPIs. You need to go into the details“ The most meaningful KPIs for Boards to monitor, in Marco’s opinion, are very richly detailed KPIs that directly tie to the progress and success of the CapEx project. It does require extra work from the Board to delve deeply into the details and have a strong grasp of the data. However, it also helps with every Board meeting and progress check, enabling the Board to understand what’s behind each KPI and what the changes mean in terms of progress against the roadmap. “At the same time, you need to make sure you deliver clarity and simplicity, not tsunami the Board with a massive amount of data“ To Marco, ambiguity is the worst enemy in business. Massive amounts of data create ambiguity and overwhelm. Setting up KPIs aligned with your roadmaps in each area – talent, culture, and technology – and doing the early work to ensure alignment before launching the project pays off for Boards down the line. Incoming data can be filtered for key facts and used to create meaningful yet simple dashboards. Marco recommends that the Executive Committee provide perhaps five pages to support the discussion of the dashboard and KPIs. No Board packs with 1000s of pages or mountains of unfiltered data. Summarising key qualitative and quantitative elements into shorter documents builds on the early work of aligning stakeholders and setting clear gates, while allowing time for meaningful discussions in meetings on project health, needed changes, and risk monitoring. “The key element is to be competent“ Large capital projects attract scrutiny, and there can be tension in providing constructive challenge while preserving momentum. Yet, for Marco, anger is always outside the scope of work. Ego, anger, and frustration add nothing, and for the three to four hours of a meeting, operating as a team with an eye on results leads to the best outcomes. The three top takeaways from our conversation for effective boards are: 1. Understand the KPIs and definition of success. Use simple, intuitive dashboards and scorecards to monitor progress against your KPIs and goals. 2. Keep ego out of the Boardroom and Executive Committee. 3. The first enemy to fight is ambiguity. Come Join The Better Boards Community We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Send us Fan Mail Come Join The Better Boards Community We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Send a text Comply or Explain is sometimes treated as a procedural exercise. However, the true purpose is to encourage thoughtful decisions, support accountability, and promote open communication with stakeholders. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Kelvin Ernest, a governance professional with extensive experience navigating evolving regulatory expectations and corporate reporting practice. As a Senior Policy Associate in the Financial Reporting Council’s Corporate Governance and Stewardship team, Kelvin contributes to stakeholder engagement, policy development, reporting analysis, research, and the development of the updated UK Corporate Governance Code. “The biggest takeaway for boards is that it encourages them to think carefully about how each provision fits into their own individual contexts.“ In practice, the UK Corporate Governance Code operates at two levels. Companies apply and explain against high-level principles and then address the more detailed comply or explain provisions. Companies can choose to follow the recommended approach or take a different route that better fits their circumstances. For Kelvin, this is part of how the Code recognises that one size doesn't fit all and that a well-reasoned departure can be entirely appropriate. “The flexibility is a real strength of the UK model.” Kelvin knows that 'comply or explain' is widely debated. For him, in rules-only systems, there’s too much formulaic behaviour and box ticking. The UK model allows companies to tailor their governance to their individual strategies and business complexity. “More companies are moving away from boilerplate reporting.” Under the current model, Kelvin notes that companies are shifting what they share. There’s less generic, vague, and boilerplate language. Rationales are clearer. Where there are temporary departures, there’s more insight and disclosure around timeframes, and more evidence of genuine board discussions. “Explanations don’t exist in a vacuum.” For boards wondering how to show an alternative approach is best, Kelvin says a good place to start is by linking it to company strategy and culture, day-to-day operations, and the nuances of the industry. Where possible, he recommends outlining the board’s decision-making process and what was considered. “Investors want clarity as to why a departure was made and how that supports the long-term value creation of the company.” Kelvin knows investors find it hard to form a view or make decisions based on generic or vague explanations. They want clarity, specifics, and links to a company's reality. Kelvin notes that too many people believe transparency means revealing confidential details. He says it is more about providing meaningful context, which is the basis for building trust. The three top takeaways from our conversation are: 1. Comply or Explain is about thoughtful governance and not just about reporting. 2. High-quality explanations show accountability, demonstrate transparency, and reassure stakeholders that the company is thinking about decisions for the longer term. 3. Engagement with stakeholders strengthens trust, helps boards refine their governance approac Come Join The Better Boards Community We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Send us a text Come Join The Better Boards Community We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Send us a text Come Join The Better Boards Community We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Send us a text Theory is one thing, but how can boards effectively implement cyber governance and broader technology oversight in practice? In this podcast, Dr Sabine Dembkowski, is joined by Susanne Alfs. Susanne is a Non-Executive Director and Senior Technology Executive specialising in cyber governance and board-level technology oversight. Bringing both the NED lens and her executive leadership experience, Susanne helps boards translate complex cyber and technology risks into business trade-offs and investment decisions. Previously, she chaired the Group Board Technology Committee of a bank, strengthening oversight of cyber resilience and technology risk. Now, as the founder of Cyber4Directors, Susanne advises boards and senior leadership teams on strengthening cyber resilience, improving board reporting, and shaping effective technology and business dialogue. “I find in too many boards, there is an unspoken hesitation. Some directors worry they are not technology savvy enough to challenge the technology team, and that hesitation can quietly shift the dynamic in the boardroom.“ Susanne realises boards are very human. Members hesitate to ask certain questions or push conversations because they worry about their technical knowledge, which compromises meaningful business impact and risk discussions. What helps? Susanne recommends that boards approach technology with the same rigor as finance or strategy discussions. Don’t let insecurities block conversations or let the tech group overwhelm the board with acronyms. Keep the focus on business impacts and risk assessment to steer discussions and shape priorities. “The first point is to work as a team.” Technology oversight and governance must be a team effort. Just as finance audits aren’t left to one person, boards shouldn’t delegate cyber or technology responsibility to a single individual. In practice, this can mean sharing questions with technology teams ahead of meetings, explaining or banning acronyms, and encouraging IT teams to collaborate more closely with business leaders to support meaningful board discussions. Susanne emphasises that effective teamwork depends on clear communication and a shared language, rooted in cyber governance or project delivery terms. She also recommends using corporate secretaries as gatekeepers for board packs, ensuring technical material is simplified for effective discussion. “No board should ask for the cyber security team or the technology team to keep them safe, or the organisation safe, because no one is safe and you can't avoid incidents.” When Susanne hears a board asking for total safety, she recognises that this simple language communicates unrealistic expectations. She also recommends breaking down technology projects into shorter sprints. This sprint approach helps the board avoid preventable deviations and reduces the overwhelm of technology project management. The three top takeaways: 1. Work as a team. No board should have just one person focused in this area. 2. Establish a common language, from cyber governance language or project execution frameworks, so that the board and executives can communicate clearly in a shared language. 3. Get external assurance if you are not comfortable with the practices Come Join The Better Boards Community We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Send us a text If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text Family businesses represent a significant majority of the European, Asian and US landscape. Yet so much that we focus on in business, governance, and search is designed for corporates. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Andreas von Specht. Andreas von Specht is a family shareholder and NED of Berenberg Bank, Europe’s second-oldest private bank, and shareholder of Bergos Bank in Zurich. He founded AvS Advisors in 2011 to advise privately held clients on succession and family governance. Previously, he built a career in Consumer Goods and was a long-time partner at Egon Zehnder in Germany and France. “30 years ago, it was very much based on a ‘nose factor’ kind of selection, and it has become a really well thought-through search process.“ Andreas' upbringing in a family business gives him special insight into the culture, thought patterns, and habits of family businesses. He can draw a line from pre-Internet ‘nose factor’ talent searches to the current professionalised systems. While the unique nuances of strong family shareholder groups and cultural fit factors are the trump card, competency testing, benchmarking, and sophisticated evaluations are now in play. “There is one competency that is a little bit difficult to describe, which I would call a special ability to operate in a family business.” Succeeding in a family business environment is possible, even if one comes from the corporate world. Andreas believes it requires high emotional intelligence (EQ) and a moderate ego. Successful candidates must be able to bring family members along on the business journey while preserving relationships. Humility, a sense of humour, and adaptability must overlay real business acumen and competency, as families will ask if the executive or board candidate brings particularly valuable or missing skills to the business. “Results and values move together, so performance sits alongside legacy and family expectations.” Within a family business, governance always has more layers, with owners, the board, a family council, and the next generation all in the mix. Leaders must agree on what short-term and long-term really mean for the business, and the same goes for change initiatives. He recommends a clear change contract at the beginning to avoid misunderstandings. “It takes two to tango… we are in the midst of a fierce war for talent, and that must be taken into consideration.” For families, there is a ‘search before the search’ to select a search partner that understands their needs and the family culture. Trust is critical. It is also critical to have clear expectations and alignments of what they're really looking for and what good looks like. Families must also remember it takes two. Quality, independent candidates for executive roles and board positions will have choices. Families just can’t pick the best candidate to serve at their leisure. Instead, there is a certain degree of selling required to get to know each other and build trust. The three top takeaways from our conversation are: 1. Fit and clarity regarding the role and requirements must come first. 2. Cultural fit often decides the outcome. 3. Professionalise the whole journey so that the hiring process leads to a successful, lo If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text Private equity, private debt – private markets are absolutely the flavour of the day. Yet, despite the headlines and eye-catching numbers, very little discussion is taking place about governance in this context. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Dr Eelco Fiole. He has more than 30 years of international finance experience, including two decades as Non-Executive Director, CFO, and CEO in alternative investments with teams in Zurich, London, New York, and Singapore. He also holds more than eight advanced degrees and is a true polymath with special expertise in investment governance. “Private market investing comes with a lot of issues.“ Eelco reports that over the next five years, private markets are expected to double to $30 trillion USD. Private investors now invest alongside traditional institutions. Yet serious issues remain, including complex structures, valuation challenges, opacity, layers of leverage, and enormous asymmetries of information. “Governance is work, and when that work is being done, trust also develops.” To Eelco, governance is a key factor in creating trust for LPs and GPs. Both must contribute to building a solid governance framework. For LPs, remember that greed is not a strategy. Instead, use governance structures as a filtering tool to address issues of valuation, transparency, and conflicts of interest. For GPs, good governance helps attract capital. Eelco noticed that the smartest GPs use well-structured governance agreements to differentiate themselves, back up big promises, and showcase how they plan to protect investors. “It’s all about incentives.“ In Eelco’s experience, many trust-based issues can be resolved by examining the incentives at play. Who is getting paid, when are they being paid, and how are those payments structured? Following the money and understanding who benefits in various scenarios is key to effective governance. On a practical level, this means building desired behaviours into the documentation. “Every investment is situational.“ Eelco feels every investment has its own unique characteristics. As a result, “off the shelf” legal documents may not be sufficient. Custom-crafted or heavily adapted documents that cover the legal and economic variations of the investment, investment team, and market are key. The same is true for individuals who want a seat at the table. Private markets are highly specialised and nuanced. Only individuals who can add value in specific ways will be welcomed. “If I cannot have proper representation of the interest, then I'm not going to do it.” Eelco sees many cases where things go wrong, where highly concentrated investors are excluded, or where LP committees have no power. He is not calling for regulators to step in, but for boards to thoughtfully use governance structures to create checks and balances. The three top takeaways from our conversation for effective boards are: 1. Governance is work. 2. For GPs, understand the mechanics of trust and its role in attracting capital. 3. Standard legal documentation is not enough. You must build in your own situationally appropriate models into the agreements. Join The Better Boards Community - info@b If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text When organisations face a need for transformation, Boards must become catalysts for change. This requires specific behaviours so that Boards can successfully go beyond oversight to provide strategic leadership when it is needed most. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Lan O’Connor, a global transformation leader with deep experience in enterprise change. Lan helped lead Capgemini from a European to an international footprint. Today, she serves on a number of high-profile Boards. “Change is part of life, part of business life. But transformation, thinking about transformation with a capital T, it's not a change.” For Lan, transformation goes beyond routine change. It is a fundamental rewiring of a company’s centre of gravity while retaining the cultural core. It requires four things: agreement that the current state is not viable, an articulated future state, a watertight business case, and a scale so immense that the transformation is the singular agenda for the executive team and Board for the duration of the transformation. “For a board, often a transformation with a capital T is perceived as a risk with a capital R.” The role of the Board when it comes to a proposed transformation is one of active strategic engagement. To Lan, in the first Board meeting about a transformation, the role of the Board is to vet the necessity of acting. The second step is to approve the business case. The third step is to scrutinise the approach and execution plans, as Lan believes the execution plan is where failure often hides, and Boards can make a significant difference. “It's the Board's role to make sure that it has a good beginning, a powerful middle, and that the end point allows the company to breathe at the new level.” Lan sees the Boards as the Executive Producers of a blockbuster movie. Boards must thus address rational, political, and emotional elements in play. The rational element is the business case. The political element ensures the Board and management team can act, make tough decisions, and escalate issues. Emotional elements reflect the level of buy-in needed for the transformation. “One critical element to have at a board level is an ally versed in the psychology of transformation.” Many Board members have experience with transformations, but not necessarily as the leader accountable for the change. They need supporting perspectives. A transformation guide can provide support in tough moments, fight process fatigue, and give insights into the pace of change. “I always say to Board members or even Executive Board members … to adopt a kind of an interview mindset.” Lan believes that Board members benefit when they can explain what is happening and why in terms that an outsider could understand. This minimises jargon and boosts transparency. The top three (plus bonus) takeaways from our conversation for effective boards are: 1. Understand the rational, political, and emotional elements. 2. Transformation is not a one-and-done exercise. Be attentive to the experience of the beginning, middle, and end. 3. Mark the official beginning and end of the transformation. 4. Seek out external perspectives to support the transformation experien If you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Send us a text Governance professionals are no longer the quiet scribes in the corner. Today, they are critical voices at the heart of boardroom decision-making. In this episode, Dr Sabine Dembkowski speaks with Erika Eliasson-Norris, CEO of Beyond Governance and author of The Secret Diary of a Company Secretary, to explore how the role has evolved and why it remains misunderstood. Through candid reflections and practical examples, Erika unpacks the challenges governance professionals face – from ethical tensions to boardroom politics – and shows how the role is changing as boards come under growing scrutiny. “We’ve moved from record-keeping to future-shaping.” In the past decade, governance professionals have shifted from the edges to the centre of organisations. They now help anticipate regulatory change, manage stakeholder expectations, and act as the ethical compass of the business. Erika emphasises this shift is less about technical skill and more about soft skills—the ability to demonstrate value, build trust, and step into an advisory role. Emotional Intelligence (EQ) is central. Working in grey areas requires integrity, influence, and buy-in across the organisation. EQ allows governance leaders to express ethical standards and help boards make sound decisions under pressure. “Organisations that do governance well avoid scandals and disasters.” Yet, Erika believes the profession is still underutilised. Many boards lack dedicated governance leaders, missing opportunities to prevent crises rooted in governance failures. She sees a major opportunity for boards to embrace governance professionals as strategic advisors rather than administrators. Technology is accelerating this shift. AI can now handle much of the administrative load—board packs, decision logs, registrars—freeing governance professionals to focus on strategy: ethics, risk foresight, regulatory impacts, and shareholder alignment. “A great governance advisor flexes as needed while keeping an ethical compass – their North Star.” Strong governance is about clarity of decisions, anticipating downstream impacts, and communicating choices transparently to stakeholders. Erika calls this “governance with grit”: standing up to powerful leaders, holding firm to values, and ensuring boards don’t sacrifice trust for expediency. “The biggest myth about Company Secretaries is that they just take minutes.” In reality, governance professionals leave fingerprints on major board decisions—though often invisibly. Erika’s book highlights hidden stories from eight Company Secretaries at high-profile firms, showing how their decisions impact thousands of stakeholders worldwide. With technology creating more space for strategic work, Erika believes it’s a fascinating time for new professionals to enter governance. Success requires comfort with uncertainty, listening skills, and a strategic, advisory mindset. Governance is not about ticking boxes—it’s about helping steer the organisation with courage, clarity, and trust. Top takeaways: To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a text As a director, you regularly oversee change. But how do you distinguish routine adjustments from true enterprise-level transformation? And how must the board’s role evolve to meet it? In this podcast, Dr Sabine Dembkowski talks with Lan O'Connor, a global transformation leader. At SAIC, she led IPO readiness and NYSE listing. At Capgemini, she drove its shift to a global operating model. Her experience spans Trinity Business School’s transformation and UK Cabinet Office policy during Covid-19. With global expertise and governance credentials, Lan brings operational rigor and strategic vision to complex change. Transformation vs. Routine Change Transformation is not bigger change—it’s “punctuated equilibrium”: a deliberate break from a successful past to secure the future. Capgemini’s pivot from European leader to global competitor illustrates this: a fundamental rewiring of structure and KPIs while retaining its cultural core. Key hallmarks of transformation: This is not delegated work—it’s the company’s central story, with the CEO leading and the board fully engaged. The Board’s Role For boards, transformation often looks like capital-R Risk. The role shifts from oversight to strategic engagement: Ensure management has both the political will and emotional commitment to see it through. Mindset and Skills Transformation demands a new mindset: And crucially, get out of the boardroom: visit teams, see demos, and observe change in action. Do Boards Need Transformation Veterans? Yes—with clarity. Many directors have seen transformation; few have led it. Direct experience adds empathy, realism, and insight into the human side of change—resistance, fatigue, momentum. This is not about execution but informed oversight and support, offering executives a critical ally. The Board as a Partner Transformation is the ultimate test of board effectiveness. With curiosity, shared experience, and sharp challenge, boards move from passive oversight to strategic partnership, shaping their company’s most important chapter. Remember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a text Why boundaries, trust, and succession are critical in founder-led firms Owner-led companies often seek boards not for continuity, but for transformation. In this episode, Tina Mavraki—veteran board director with experience across finance, utilities, and natural resources—shares insights on how boards can truly add value when the founder is still at the helm. We explore how board dynamics shift when the main stakeholder is in the room, and why success hinges on understanding boundaries and succession. Boards must balance the founder’s strengths with the demands of the next phase of growth. Building trust becomes a deeply immersive process—walking the floor, understanding how the company makes money, and aligning with the founder’s rhythm. We also examine what makes an effective board member in this context: time investment, deep involvement, and an ability to coordinate tough conversations sensitively. And for companies not ready for a full board, Tina highlights how advisory boards can still deliver immense value. Three Takeaways: Let me know when you're ready for the next episode. Remember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a text Remember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a text How the Smartest Directors Are Using AI In this episode, we speak with Jamie Green, Co-Founder and CEO of Tutaki, the Director Workbench designed to make board directors radically more effective. Drawing on his experience at McKinsey and extensive conversations with Chairs, directors, and governance leaders, Jamie built Tutaki to help transform how board members prepare, engage, and act. With a strong foundation in strategy, governance, and AI product design, Jamie is at the forefront of a new era of “augmented directorship.” As complexity grows and time shrinks, AI is proving to be a performance accelerator, not just a support tool. In this episode of the Better Boards podcast, we speak with Jamie Green, Co-Founder and CEO of Tutaki, the Director Workbench designed to make board directors radically more effective. Drawing on his experience at McKinsey and hundreds of conversations with Chairs, directors, and governance leaders, Jamie built Tutaki to transform how board members prepare, engage, and act. With a background in strategy, governance, and AI product design, he’s leading a new era of “augmented directorship.” In this conversation, Jamie outlines how the best boards are using AI not just to cope—but to lead. Why effectiveness matters The most valuable strategic decisions happen in the boardroom. AI can dramatically enhance this by helping directors focus on what matters, enabling more trust and transparency with management. “Directors are the amplifiers, and it’s really key that their whole process works effectively to actually get the best out of it.” What’s holding boards back The main blockers? Lack of clarity on use, data privacy fears, and over-reliance. Jamie argues that these risks can be mitigated—and that the real risk is not using AI at all. “If you blanket rule, ‘you can’t use AI,’ and your competitors do, they’ll make faster, more accurate decisions—and leave you behind.” Where AI is heading Jamie outlines four phases of AI maturity in the boardroom: analysis, automation, AI-assisted directors, and eventually AI boards. While AI boards are still a few years off, the steps to get there are already unfolding. “Imagine if you had Warren Buffett sitting there analysing the financials. That’s the power of AI.” Start today Directors are already using AI to synthesise documents, explore competitor strategy, and broaden their thinking. The key is starting with clarity—ask AI to help you ask better questions. Three takeaways: “Not using AI is the riskiest option… The best directors are going to be AI-literate.” Discover how you can take the first confident steps toward AI-powered boardroom effectiveness—starting today. Remember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.