Board and advisory seats

A director who has built the business and still reads the detail.

I take a small number of paid board and advisory seats with organisations where purpose and impact are core to why the business exists, in any sector I believe in.

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The cost of staying in your lane

In a market and regulatory environment that has shifted hard over the last decade, and will shift again over the next, the real board risk is staying in the comfort zone a year too long. It rarely shows up as one bad decision, more often as drift across market positioning, brand, the KPIs the board holds management to, and the strategy itself.

The job of the seat is to keep the organisation ahead of that, deliberately and at low risk. That means testing whether the current products and markets still hold, and pushing on where the business can and should expand next. It means challenging the position early enough that the board sets the agenda rather than firefighting a change it did not see coming. Future-proofing costs less than catching up, and it is worth more.

What I bring

Governance, business-building, and technical depth in one seat

Most boards get one of these. A seasoned director who cannot read the technical detail, a specialist who has never carried fiduciary responsibility, or a strategist who has never run the operation. I built a company from two people to 100+ across four countries, governed it through to a successful exit, and still read the evidence under the claims. So I can challenge the strategy, the operation, and the detail in the same conversation.

Built and exited

Founder and CEO of a sustainability firm of 100+ people across four countries, acquired by RSK Group in 2024.

Technical credibility

Certified LCA practitioner and approved EPD verifier. I read the evidence under the claims.

Governance track record

Past Board Chair of Edge Latam, and a decade of standards and committee roles.

A good fit

Where I can add the most

Purpose and impact are in the DNA. They shape the product, the market, or the licence to operate, and the organisation wants to be real about it, not performative.
The board wants someone who has done it. A founder and CEO who has built and grown a purpose-led organisation across jurisdictions, from first credibility in the market through to scale and exit, and who knows the work from the inside.
Growth-stage, mid-cap, and earlier-stage ventures, where purpose and impact are a key ingredient for success.

Track record

Governance and standards

UNEP Life Cycle Initiative. Steering Committee member.
EPD Australasia. Member of the Technical Advisory Group.
NZ Green Building Council. Technical Advisor.
ALCAS. Past President of the Australian Life Cycle Assessment Society.
Edge Latam. Past Board Chair.
Edge Impact. Founder and CEO through to a successful acquisition by RSK Group.

Questions

Frequently asked

What kind of board are you a good fit for?

One where purpose and impact are core to why the business exists, and the ambition is to grow and to be real about it. Growth-stage, mid-cap, and earlier-stage ventures, in any sector I believe in.

How are board and advisory seats remunerated?

Flexible. Director fees, an advisory retainer, or equity for earlier-stage companies, paid by the company on its own terms. Any commercial interest is disclosed up front.

What do you bring to a board?

A rare combination. I have built, scaled, and exited a company, governed it the whole way, and I still read the technical evidence under the claims. Add the networks and insight from two decades in the sector, and I can challenge the strategy, the operation, and the numbers in the same meeting.

Building a board for a company that wants to grow with purpose in its DNA?

If a director who has built and run one, and who reads the detail, would strengthen your board, let's talk.