Open to board and advisory roles where People, organization, and operating discipline decide the outcome.
I've run the board meeting process at MindMed, presented to the board, built compensation and controls to public-company standards, led a Chairman-to-CEO succession, and integrated an acquisition. I'm looking to bring that perspective to boards and investors from the other side of the table.
What a board gets
A view from the operating side.
People and organizational judgment
A clear view on CEO succession, executive compensation, and talent risk, informed by leading a Chairman-to-CEO succession and building compensation architecture and an equity policy from scratch.
Scaling and transaction experience
Operating judgment on scaling, M&A integration, and readiness for an IPO or diligence, from taking MindMed public and integrating an acquisition.
Board operations
At MindMed I ran the board meeting process, six times a year: built the dashboard and the agenda, kept the minutes, distributed the board pack, and drove follow-through after each meeting.
Advisory offers
Three ways I can help before a seat is on the table.
People and organization diligence
An outside read on a leadership team, management structure, compensation, and People risk ahead of a deal or investment.
A 100-day operating plan
For a new CEO or a portfolio company: what to stabilize, what to build, and in what order.
Board dashboard and meeting rhythm
A dashboard, agenda, board pack, and follow-up system, so the board gets what it needs and meetings turn into decisions.
If your board or portfolio could use this view, let's talk. A short first call is the fastest way to see if there's a fit.
Book a call