Board Services
We Excel at Building Diverse, High-Performing Boards.
Never have the stakeholder demands on boards been greater—from shareholders, employees, customers, regulators, proxy advisors, activist investors and the general public. Additionally, the dynamic nature of today’s capital markets, geopolitical events and technology advancement all point to the need for boards to reassess their current capabilities and focus on governance effectiveness and board refreshment. We are intimately familiar with the qualities new directors must embody to meet current boardroom demands and the expertise needed to enhance future board decisions.
We work collaboratively with board leadership, governance and nominating committees, CEOs, general counsel and senior leadership teams to build successful, enduring enterprises. We are deeply committed to accelerating diversity in executive leadership teams and in the boardroom—over 70% of our placements during the past seven years have been diverse.
Our Board Services team has a proven track record of assisting boards with:
- Director Search, Onboarding and Assimilation
- Board Refreshment Planning
- Governance Effectiveness Assessments and Board Development Plans
- CEO Succession Planning
- Pre-IPO Governance Readiness
- Private Company Governance Effectiveness
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M&A Integration Governance Planning
Led by a faculty comprised of high-performing public and private company board leaders, complemented by corporate governance content experts from the University of California, Berkeley Haas Business School, the NextGen Directors program experience covers key corporate director duties and responsibilities, the work of the full board and individual committees, an interactive board case session and governance best practice exchange.
Each program participant is provided an opportunity to develop relationships with existing board leaders and further refine their future board interests. This long-standing relationship has allowed us to introduce boards to the next generation of board members and provide board-ready senior executives access to a variety of corporate governance opportunities.
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Silicon Valley Bank Collapse: Lessons for BoardsSilicon Valley Bank Collapse: Lessons for BoardsBoard members with risk management experience are important — but a company also needs a chief risk officer.
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Governance Effectiveness & Advisory Services
- Enterprise Oversight
- Corporate Governance
- Strategic Planning
- Succession Planning and Management Compensation
- Board Composition and Meetings
- Board Leadership
- Committee Structure and Overall Performance
- Individual Committee Performance
- Stakeholder Engagement
- Board Culture and Director Engagement
Insights
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After the Founder: The Legal Architecture of LegacyAfter the Founder: The Legal Architecture of LegacyWhen a founder-led luxury house enters a new chapter, the defining questions are rarely just creative. In this FashionCapital article, Elena Bajada examines why governance, legal architecture, and the role of the General Counsel often determine what actually survives a transition. From Armani to Versace to Dolce & Gabbana, the brand question and the legal question are increasingly the same.
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The Role of the APAC General Counsel: Holding the Centre in an Increasingly Fragmented RegionThe Role of the APAC General Counsel: Holding the Centre in an Increasingly Fragmented RegionAs legal teams across Asia Pacific become more decentralized, many organizations are reexamining what is gained and what may be lost when regional coordination fades. In this Law.com expert opinion, Olivia Seet explores why the APAC General Counsel role still plays a critical role in aligning risk, strategy, and leadership across an increasingly fragmented region.
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How Private Equity Priorities Will Test The Law Firm ModelHow Private Equity Priorities Will Test The Law Firm ModelPrivate equity’s growing presence in the legal sector raises questions that go well beyond regulation or ownership rules. In this Law360 Pulse article, Kirsten Keegan Vasquez and Allison Rosner examine where institutional capital collides with the realities of partnership models, reputational capital, and professional ethics, and what that tension means for the long-term structure of law firms.
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