Independent directors can be very valuable to VC-backed companies; but I've also seen situations in which an independent never develops a meaningful r/ship with the CEO or any of the C-level staff (& cases in which they are frequently absent from / silent in board meetings). 1/5
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How can co's optimize the ind director r/ship? Start by looking for expertise missing on the board or in the co. – perhaps that’s a commercial leader, a CEO who has previously taken a co. public or sold it, or an academic w/ complementary clinical trial experience to CMO. 2/5
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One way to gauge if an independent BOD member would be really value-added is to ask if someone on the mgt. team would find it useful to touch base with that person several times a quarter. And once the new member has joined, make sure those calls get set up. 3/5
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Ind. BOD members can also extend the exec. team’s network greatly, so it’s imp. to add members willing to do some outreach on the co’s behalf when it’s helpful. But that also means they need to be very up-to-date (debrief w/ them b/t mtgs, may want to send key talking points) 4/5
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Finally, ind. BOD members w/ the most orthogonal insights are also often least in-the-know on key operational aspects of the business. This can result in them disengaging, not speaking up much, etc. One way to address this to ask outside of mtgs what THEY see as risks/opp's. 5/5
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