Speakers: Christopher Mirable, Jennifer Jordan, & Catherine White

1. Fundraising is hard. You don’t
have to do it alone.
Designed for entrepreneurs,
by investors, The Capital
Network (TCN) provides
workshops, events,
mentorship, office hours and a
network to support
you, the founder.
Let TCN guide you through
the fundraising process.
Your future investors will
thank you. @TCNupdate

2. thecapitalnetwork.org - @TCNUpdate
Choosing & Managing a Board :
Insights from Serial Board Members &
Investors
Christopher Mirabile
Launchpad Venture Group & ACA
@LaunchpadVG
@Cmirabile
Catherine White
Golden Seeds
@GoldenSeeds
@Catherine2White
Jennifer Jordan
MassVentures
@MassVentures
@JaJordan13

3. Choosing Your Board - AGENDA
1. Why you need a board
2. How boards happen and what they
look like
3. How do they operate?
4. How do you get the most out of
your board & board relationships?
5. Q&A

4. Managing Your Board
Why Do You Need A Board?
a. Formal:
i. duty of care and loyalty
ii. represent shareholders and company
iii. Compensation and Audit
b. Informal:
i. Balance
ii. Help with growth
iii. Assess/measure what has been accomplished
and where you are going on a regular basis

5. Managing Your Board
How do boards happen & what do they look like?
● Typically formalized around first financing
● Typically 3 or 5 in total size
● Mostly appointed rather than chosen
● Usually 1-2 founder, 1-2 investor + 1 independent
● Often observers - what is an observer?

6. Managing Your Board
How do boards operate?
● Governance v. ​management​​
● Agenda & materials
● One meeting and one​​ phone​ call​ per quarter
● Metrics/KPIs (see appendix)
● Typical meeting​

7. Managing Your Board
Why Do You Need A Board?
a. Formal:
i. duty of care and loyalty
ii. represent shareholders and company
iii. Compensation and Audit
b. Informal:
i. Balance
ii. Help with growth
iii. Assess/measure what has been accomplished
and where you are going on a regular basis

8. Managing Your Board
How do boards happen & what do they look like?
● Typically formalized around first financing
● Typically 3 or 5 in total size
● Mostly appointed rather than chosen
● Usually 1-2 founder, 1-2 investor + 1 independent
● Often observers - what is an observer?

9. Managing Your Board
How do boards operate?
● Governance v. ​management​​
● Agenda & materials
● One meeting and one​​ phone​ call​ per quarter
● Metrics/KPIs (see appendix)
● Typical meeting​

10. Managing Your Board
How Do You Get The Most Out of Your Board And
Your Board Relationships?
● Set expectations
● No surprises
● Highlight areas for discussion
● Close the loop
● Reach out in between meetings for important items

11. Managing Your Board
Traps for the unwary
● Never surprise your board
● Poor materials
● Poor scheduling
● Allowing meetings to be operational review
● Allowing directors to be disruptive or
non-value-added

12. Managing Your Board
Appendix - Example Dashboard

13. Managing Your Board
How Do You Get The Most Out of Your Board And
Your Board Relationships?
● Set expectations
● No surprises
● Highlight areas for discussion
● Close the loop
● Reach out in between meetings for important items

14. Managing Your Board
Traps for the unwary
● Never surprise your board
● Poor materials
● Poor scheduling
● Allowing meetings to be operational review
● Allowing directors to be disruptive or
non-value-added

15. Managing Your Board
Appendix - Example Dashboard