Federico Ramallo
Aug 16, 2024
Building an Effective Board: Insights from Dr. Alison Vincent
Federico Ramallo
Aug 16, 2024
Building an Effective Board: Insights from Dr. Alison Vincent
Federico Ramallo
Aug 16, 2024
Building an Effective Board: Insights from Dr. Alison Vincent
Federico Ramallo
Aug 16, 2024
Building an Effective Board: Insights from Dr. Alison Vincent
Federico Ramallo
Aug 16, 2024
Building an Effective Board: Insights from Dr. Alison Vincent
Dr. Alison Vincent talk at the Business of Software conference, was on building an effective board, particularly the role and value of technical advisors. Dr. Vincent, a seasoned professional with experience as a Chief Technology Officer and Chief Information Security Officer, shared insights gained from both executive roles and non-executive advisory positions. The discussion covered the criteria for selecting technical advisors, their responsibilities, compensation models, and the importance of managing the end of the advisory relationship.
Dr. Vincent began by emphasizing the significance of having an effective board, especially when preparing for major milestones like selling or listing a business. She highlighted the need for technical advisors who can serve as critical friends, providing honest and constructive feedback rather than mere affirmation. Dr. Vincent provided examples from her advisory roles at various companies, detailing the specific contributions made and the contexts in which these roles were relevant.
In the first example, a pre-seed fintech company needed expertise in anti-fraud technology. Dr. Vincent was chosen due to her relevant experience and connections. Her role involved reviewing investor pitches, defining a CTO job specification, and providing feedback during pitch presentations. However, the vague agreement and lack of funding led to the end of this advisory role.
For a Series A health tech company, Dr. Vincent's role was more extensive, including brainstorming with co-founders, assessing senior technical talent, and helping with organizational structure. Despite a formal consultancy agreement and a good working relationship, the formal advisory engagement had not concluded, indicating a need for better clarity in such relationships.
A pre-IPO clean tech maritime company required a data strategy, including cybersecurity considerations. Dr. Vincent's introduction to key personnel and formulation of a data strategy were critical. This engagement concluded successfully with the delivery of the strategy and the recruitment of a Chief Data Officer, though Dr. Vincent remains in consideration for a potential board position upon IPO.
Dr. Vincent also shared her experience with a well-funded quantum crypto tech company. Her initial role was minimal, focusing on reviewing papers and supporting social media content. Over time, her involvement grew to include commercial introductions, participation in strategy days, and trade missions. This ongoing relationship includes a monthly retainer and share options.
Through these examples, Dr. Vincent identified common themes and best practices for selecting and working with technical advisors. The importance of leveraging personal networks and ensuring the advisor’s experience matches the company’s needs were highlighted. Dr. Vincent emphasized the need for clear agreements, including defined outputs and reporting structures, to ensure the advisor’s contributions are measurable and aligned with the company’s goals.
She also discussed the relevance of technical advisors changing over time, based on the company’s evolving needs. Advisors should be assessed for their continued relevance as the company grows and changes direction. Dr. Vincent recommended a structured approach to ending advisory relationships when they no longer add value.
Looking to the future, Dr. Vincent advised companies to prepare for the changing governance needs as they grow, particularly in areas like risk management, remuneration, and board diversity. She highlighted the growing importance of gender and ethnic diversity in board compositions, as outlined in reports like the Hampton-Alexander Review and the Parker Review.
In conclusion, Dr. Vincent’s talk provided a comprehensive guide to leveraging technical advisors effectively, from selection to compensation and managing the relationship’s lifecycle, ensuring that companies can build boards that support their strategic goals and governance requirements.
Join us at the Business of Software (BoS) USA 2024 Conference from September 23-25 in Raleigh, NC. This event is your chance to learn how great software companies are built, focusing on creating long-term, profitable, and sustainable businesses. Don't miss this opportunity to connect with industry leaders, gain valuable insights, and take your business to the next level.
Dr. Alison Vincent talk at the Business of Software conference, was on building an effective board, particularly the role and value of technical advisors. Dr. Vincent, a seasoned professional with experience as a Chief Technology Officer and Chief Information Security Officer, shared insights gained from both executive roles and non-executive advisory positions. The discussion covered the criteria for selecting technical advisors, their responsibilities, compensation models, and the importance of managing the end of the advisory relationship.
Dr. Vincent began by emphasizing the significance of having an effective board, especially when preparing for major milestones like selling or listing a business. She highlighted the need for technical advisors who can serve as critical friends, providing honest and constructive feedback rather than mere affirmation. Dr. Vincent provided examples from her advisory roles at various companies, detailing the specific contributions made and the contexts in which these roles were relevant.
In the first example, a pre-seed fintech company needed expertise in anti-fraud technology. Dr. Vincent was chosen due to her relevant experience and connections. Her role involved reviewing investor pitches, defining a CTO job specification, and providing feedback during pitch presentations. However, the vague agreement and lack of funding led to the end of this advisory role.
For a Series A health tech company, Dr. Vincent's role was more extensive, including brainstorming with co-founders, assessing senior technical talent, and helping with organizational structure. Despite a formal consultancy agreement and a good working relationship, the formal advisory engagement had not concluded, indicating a need for better clarity in such relationships.
A pre-IPO clean tech maritime company required a data strategy, including cybersecurity considerations. Dr. Vincent's introduction to key personnel and formulation of a data strategy were critical. This engagement concluded successfully with the delivery of the strategy and the recruitment of a Chief Data Officer, though Dr. Vincent remains in consideration for a potential board position upon IPO.
Dr. Vincent also shared her experience with a well-funded quantum crypto tech company. Her initial role was minimal, focusing on reviewing papers and supporting social media content. Over time, her involvement grew to include commercial introductions, participation in strategy days, and trade missions. This ongoing relationship includes a monthly retainer and share options.
Through these examples, Dr. Vincent identified common themes and best practices for selecting and working with technical advisors. The importance of leveraging personal networks and ensuring the advisor’s experience matches the company’s needs were highlighted. Dr. Vincent emphasized the need for clear agreements, including defined outputs and reporting structures, to ensure the advisor’s contributions are measurable and aligned with the company’s goals.
She also discussed the relevance of technical advisors changing over time, based on the company’s evolving needs. Advisors should be assessed for their continued relevance as the company grows and changes direction. Dr. Vincent recommended a structured approach to ending advisory relationships when they no longer add value.
Looking to the future, Dr. Vincent advised companies to prepare for the changing governance needs as they grow, particularly in areas like risk management, remuneration, and board diversity. She highlighted the growing importance of gender and ethnic diversity in board compositions, as outlined in reports like the Hampton-Alexander Review and the Parker Review.
In conclusion, Dr. Vincent’s talk provided a comprehensive guide to leveraging technical advisors effectively, from selection to compensation and managing the relationship’s lifecycle, ensuring that companies can build boards that support their strategic goals and governance requirements.
Join us at the Business of Software (BoS) USA 2024 Conference from September 23-25 in Raleigh, NC. This event is your chance to learn how great software companies are built, focusing on creating long-term, profitable, and sustainable businesses. Don't miss this opportunity to connect with industry leaders, gain valuable insights, and take your business to the next level.
Dr. Alison Vincent talk at the Business of Software conference, was on building an effective board, particularly the role and value of technical advisors. Dr. Vincent, a seasoned professional with experience as a Chief Technology Officer and Chief Information Security Officer, shared insights gained from both executive roles and non-executive advisory positions. The discussion covered the criteria for selecting technical advisors, their responsibilities, compensation models, and the importance of managing the end of the advisory relationship.
Dr. Vincent began by emphasizing the significance of having an effective board, especially when preparing for major milestones like selling or listing a business. She highlighted the need for technical advisors who can serve as critical friends, providing honest and constructive feedback rather than mere affirmation. Dr. Vincent provided examples from her advisory roles at various companies, detailing the specific contributions made and the contexts in which these roles were relevant.
In the first example, a pre-seed fintech company needed expertise in anti-fraud technology. Dr. Vincent was chosen due to her relevant experience and connections. Her role involved reviewing investor pitches, defining a CTO job specification, and providing feedback during pitch presentations. However, the vague agreement and lack of funding led to the end of this advisory role.
For a Series A health tech company, Dr. Vincent's role was more extensive, including brainstorming with co-founders, assessing senior technical talent, and helping with organizational structure. Despite a formal consultancy agreement and a good working relationship, the formal advisory engagement had not concluded, indicating a need for better clarity in such relationships.
A pre-IPO clean tech maritime company required a data strategy, including cybersecurity considerations. Dr. Vincent's introduction to key personnel and formulation of a data strategy were critical. This engagement concluded successfully with the delivery of the strategy and the recruitment of a Chief Data Officer, though Dr. Vincent remains in consideration for a potential board position upon IPO.
Dr. Vincent also shared her experience with a well-funded quantum crypto tech company. Her initial role was minimal, focusing on reviewing papers and supporting social media content. Over time, her involvement grew to include commercial introductions, participation in strategy days, and trade missions. This ongoing relationship includes a monthly retainer and share options.
Through these examples, Dr. Vincent identified common themes and best practices for selecting and working with technical advisors. The importance of leveraging personal networks and ensuring the advisor’s experience matches the company’s needs were highlighted. Dr. Vincent emphasized the need for clear agreements, including defined outputs and reporting structures, to ensure the advisor’s contributions are measurable and aligned with the company’s goals.
She also discussed the relevance of technical advisors changing over time, based on the company’s evolving needs. Advisors should be assessed for their continued relevance as the company grows and changes direction. Dr. Vincent recommended a structured approach to ending advisory relationships when they no longer add value.
Looking to the future, Dr. Vincent advised companies to prepare for the changing governance needs as they grow, particularly in areas like risk management, remuneration, and board diversity. She highlighted the growing importance of gender and ethnic diversity in board compositions, as outlined in reports like the Hampton-Alexander Review and the Parker Review.
In conclusion, Dr. Vincent’s talk provided a comprehensive guide to leveraging technical advisors effectively, from selection to compensation and managing the relationship’s lifecycle, ensuring that companies can build boards that support their strategic goals and governance requirements.
Join us at the Business of Software (BoS) USA 2024 Conference from September 23-25 in Raleigh, NC. This event is your chance to learn how great software companies are built, focusing on creating long-term, profitable, and sustainable businesses. Don't miss this opportunity to connect with industry leaders, gain valuable insights, and take your business to the next level.
Dr. Alison Vincent talk at the Business of Software conference, was on building an effective board, particularly the role and value of technical advisors. Dr. Vincent, a seasoned professional with experience as a Chief Technology Officer and Chief Information Security Officer, shared insights gained from both executive roles and non-executive advisory positions. The discussion covered the criteria for selecting technical advisors, their responsibilities, compensation models, and the importance of managing the end of the advisory relationship.
Dr. Vincent began by emphasizing the significance of having an effective board, especially when preparing for major milestones like selling or listing a business. She highlighted the need for technical advisors who can serve as critical friends, providing honest and constructive feedback rather than mere affirmation. Dr. Vincent provided examples from her advisory roles at various companies, detailing the specific contributions made and the contexts in which these roles were relevant.
In the first example, a pre-seed fintech company needed expertise in anti-fraud technology. Dr. Vincent was chosen due to her relevant experience and connections. Her role involved reviewing investor pitches, defining a CTO job specification, and providing feedback during pitch presentations. However, the vague agreement and lack of funding led to the end of this advisory role.
For a Series A health tech company, Dr. Vincent's role was more extensive, including brainstorming with co-founders, assessing senior technical talent, and helping with organizational structure. Despite a formal consultancy agreement and a good working relationship, the formal advisory engagement had not concluded, indicating a need for better clarity in such relationships.
A pre-IPO clean tech maritime company required a data strategy, including cybersecurity considerations. Dr. Vincent's introduction to key personnel and formulation of a data strategy were critical. This engagement concluded successfully with the delivery of the strategy and the recruitment of a Chief Data Officer, though Dr. Vincent remains in consideration for a potential board position upon IPO.
Dr. Vincent also shared her experience with a well-funded quantum crypto tech company. Her initial role was minimal, focusing on reviewing papers and supporting social media content. Over time, her involvement grew to include commercial introductions, participation in strategy days, and trade missions. This ongoing relationship includes a monthly retainer and share options.
Through these examples, Dr. Vincent identified common themes and best practices for selecting and working with technical advisors. The importance of leveraging personal networks and ensuring the advisor’s experience matches the company’s needs were highlighted. Dr. Vincent emphasized the need for clear agreements, including defined outputs and reporting structures, to ensure the advisor’s contributions are measurable and aligned with the company’s goals.
She also discussed the relevance of technical advisors changing over time, based on the company’s evolving needs. Advisors should be assessed for their continued relevance as the company grows and changes direction. Dr. Vincent recommended a structured approach to ending advisory relationships when they no longer add value.
Looking to the future, Dr. Vincent advised companies to prepare for the changing governance needs as they grow, particularly in areas like risk management, remuneration, and board diversity. She highlighted the growing importance of gender and ethnic diversity in board compositions, as outlined in reports like the Hampton-Alexander Review and the Parker Review.
In conclusion, Dr. Vincent’s talk provided a comprehensive guide to leveraging technical advisors effectively, from selection to compensation and managing the relationship’s lifecycle, ensuring that companies can build boards that support their strategic goals and governance requirements.
Join us at the Business of Software (BoS) USA 2024 Conference from September 23-25 in Raleigh, NC. This event is your chance to learn how great software companies are built, focusing on creating long-term, profitable, and sustainable businesses. Don't miss this opportunity to connect with industry leaders, gain valuable insights, and take your business to the next level.
Dr. Alison Vincent talk at the Business of Software conference, was on building an effective board, particularly the role and value of technical advisors. Dr. Vincent, a seasoned professional with experience as a Chief Technology Officer and Chief Information Security Officer, shared insights gained from both executive roles and non-executive advisory positions. The discussion covered the criteria for selecting technical advisors, their responsibilities, compensation models, and the importance of managing the end of the advisory relationship.
Dr. Vincent began by emphasizing the significance of having an effective board, especially when preparing for major milestones like selling or listing a business. She highlighted the need for technical advisors who can serve as critical friends, providing honest and constructive feedback rather than mere affirmation. Dr. Vincent provided examples from her advisory roles at various companies, detailing the specific contributions made and the contexts in which these roles were relevant.
In the first example, a pre-seed fintech company needed expertise in anti-fraud technology. Dr. Vincent was chosen due to her relevant experience and connections. Her role involved reviewing investor pitches, defining a CTO job specification, and providing feedback during pitch presentations. However, the vague agreement and lack of funding led to the end of this advisory role.
For a Series A health tech company, Dr. Vincent's role was more extensive, including brainstorming with co-founders, assessing senior technical talent, and helping with organizational structure. Despite a formal consultancy agreement and a good working relationship, the formal advisory engagement had not concluded, indicating a need for better clarity in such relationships.
A pre-IPO clean tech maritime company required a data strategy, including cybersecurity considerations. Dr. Vincent's introduction to key personnel and formulation of a data strategy were critical. This engagement concluded successfully with the delivery of the strategy and the recruitment of a Chief Data Officer, though Dr. Vincent remains in consideration for a potential board position upon IPO.
Dr. Vincent also shared her experience with a well-funded quantum crypto tech company. Her initial role was minimal, focusing on reviewing papers and supporting social media content. Over time, her involvement grew to include commercial introductions, participation in strategy days, and trade missions. This ongoing relationship includes a monthly retainer and share options.
Through these examples, Dr. Vincent identified common themes and best practices for selecting and working with technical advisors. The importance of leveraging personal networks and ensuring the advisor’s experience matches the company’s needs were highlighted. Dr. Vincent emphasized the need for clear agreements, including defined outputs and reporting structures, to ensure the advisor’s contributions are measurable and aligned with the company’s goals.
She also discussed the relevance of technical advisors changing over time, based on the company’s evolving needs. Advisors should be assessed for their continued relevance as the company grows and changes direction. Dr. Vincent recommended a structured approach to ending advisory relationships when they no longer add value.
Looking to the future, Dr. Vincent advised companies to prepare for the changing governance needs as they grow, particularly in areas like risk management, remuneration, and board diversity. She highlighted the growing importance of gender and ethnic diversity in board compositions, as outlined in reports like the Hampton-Alexander Review and the Parker Review.
In conclusion, Dr. Vincent’s talk provided a comprehensive guide to leveraging technical advisors effectively, from selection to compensation and managing the relationship’s lifecycle, ensuring that companies can build boards that support their strategic goals and governance requirements.
Join us at the Business of Software (BoS) USA 2024 Conference from September 23-25 in Raleigh, NC. This event is your chance to learn how great software companies are built, focusing on creating long-term, profitable, and sustainable businesses. Don't miss this opportunity to connect with industry leaders, gain valuable insights, and take your business to the next level.
Guadalajara
Werkshop - Av. Acueducto 6050, Lomas del bosque, Plaza Acueducto. 45116,
Zapopan, Jalisco. México.
Texas
5700 Granite Parkway, Suite 200, Plano, Texas 75024.
© Density Labs. All Right reserved. Privacy policy and Terms of Use.
Guadalajara
Werkshop - Av. Acueducto 6050, Lomas del bosque, Plaza Acueducto. 45116,
Zapopan, Jalisco. México.
Texas
5700 Granite Parkway, Suite 200, Plano, Texas 75024.
© Density Labs. All Right reserved. Privacy policy and Terms of Use.
Guadalajara
Werkshop - Av. Acueducto 6050, Lomas del bosque, Plaza Acueducto. 45116,
Zapopan, Jalisco. México.
Texas
5700 Granite Parkway, Suite 200, Plano, Texas 75024.
© Density Labs. All Right reserved. Privacy policy and Terms of Use.