Boards around the world face unprecedented pressures for effective governance and sustainable performance.

My work with non-executive supervisory and advisory boards draws on years of experience in working with non-executive leaders, coaching and integrating new board members and helping boards deal with the complex challenges of succession. This exposure has also helped me build a deep and nuanced understanding of optimal board composition.

I have closely worked with chairmen and their boards to foster a dynamic amongst their members that is open, trustful and oriented towards action. The goal is always to help the group operate beyond the individual capabilities of its members.Where it is appropriate, and provided that any conflict of interest can be ruled out, I can operate as a non-executive member of a supervisory or advisory board. In newly created or reshaped boards, I have successfully collaborated with key decision makers to build the institution from inside.