Hire your Board Governance consultant in 48 hours

Our community connects the world’s top
Board Governance specialists to projects that need execution, now. Reliable. Targeted. Fast.
Selected clients and partners
Vienna, Austria M&A, Private Equity
Associate
6 years experience
  • Board Governance
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +6
Hire Clemens
Lisbon, Portugal Strategy, M&A
Associate
6 years experience
  • Board Governance
  • Financial Modeling
  • Business Strategy
  • M&A
  • +5
Hire Nuno
Strategy, FinTech
Manager
12 years experience
  • Board Governance
  • Business Strategy
  • Business Development
  • Project Management
  • +2
Hire Darshini
London, UK M&A, Private Equity
Senior
15 years experience
  • Board Governance
  • Financial Modeling
  • Business Strategy
  • M&A
  • +9
Hire TIMOTHY
Madrid, Spain M&A, Private Equity
Manager
7 years experience
  • Board Governance
  • Financial Modeling
  • Business Strategy
  • M&A
  • +5
Hire Miguel
London, UK M&A, Private Equity
Analyst
4 years experience
  • Board Governance
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +3
Hire Derya
Los Angeles, CA, USA Strategy, FinTech
Senior
15 years experience
  • Board Governance
  • Business Strategy
  • Competitive Analaysis
Hire Parag
Nürnberg, Germany M&A, Private Equity
Manager
6 years experience
  • Board Governance
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +4
Hire Jens

What do Board Governance consultants do?

Board governance consultants help the board members of a company to make good decisions. The job of a consultant is to provide objective advice and recommendations to the board members, who in turn decide whether or not they want to follow that advice.

The world's largest network of Board Governance consultants

Fintalent is the invite-only community for top-tier independent M&A consultants and Strategy professionals. Our Fintalents serve clients in North America, LATAM, Europe, MENA, and APAC.

Hire global freelance M&A consultants and Strategy experts with extensive experience in over 2,900 industries. Our platform allows you to build your team of independent M&A advisors and Strategy specialists in 48 hours. Welcome to the future of Mergers & Acquisitions!

Talent with experience at
World Map

Why should you hire Board Governance experts with Fintalent?

Trusted Network

Every Fintalent has been vetted manually.

Ready in 48h​​​

Hire efficiently. Your M&A team is ready in 2 days or less.​​​​

Specialized Skills​

Fintalents are best-in-class - and specialized in 2,900+ industries.​

Code of Ethics​​

We guarantee highest integrity and ethical principles.​​​

Frequently asked questions

What clients usually engage your Board Governance Consultants?

We work with clients from all over the world. Our clients range from enterprise and corporate clients to companies that are backed by Private Equity or Venture Capital funds. Furthermore, we work directly with Family Offices, Private Equity firms, and Asset Managers. Most of our enterprise clients have dedicated Corporate Development, M&A, and Strategy divisions which are utilizing our pool of Board Governance talent to add on-demand and flexible resources, expertise, or staff to their in-house team.

How is Fintalent different?

Fintalent is not a staffing agency. We are a community of best-in-class Board Governance professionals, highly specialized within their domains. We have streamlined the process of engaging the best Board Governance talent and are able to provide clients with Board Governance professionals within 48 hours of first engaging them. We believe that our platform provides more value for Corporates, Ventures, Private Equity and Venture Capital firms, and Family Offices.

Our Hiring Process – What do ‘Community-Approach’ and ‘Invite-to-Apply’ mean?

‘Invite-to-Apply’ is the process by which we shortlist candidates for the majority of projects on our platform. Often, due to the confidential nature of our clients’ projects, we do not release projects to our whole platform but using the matching technology and expertise of our internal team we select candidates who are the best fit for our clients’ needs. This approach also ensures engagement with our community of professionals on the Fintalent platform, and is a benefit both to our clients and independent professionals, as our freelancers have direct access to the roles best suited to their skills and are more likely to take an interest in a project if they have been sought out directly. In addition, if a member of our community is unavailable for a project but knows someone whose skill set perfectly fits the brief, they are able to invite them to apply for the role, utilizing the personal networks of each talent on our platform.

Which skills and expertise do your Fintalents have?

The Fintalents are hand-picked and vetted Board Governance professionals, speak over 55 languages, and have professional experience in all geographical markets. Our Board Governance consultants’ experience ranges from 3+ years as analysts at top investment banks and Strategy consultancies, to later career C-level executives. The average working experience is 6.9 years and 80% of all Fintalents range from 3-12 years into their careers.

Our Board Governance consultants have experience in leading firms as well as interfacing with clients and wider corporate structures and management. What makes our Board Governance talent pool stand out is the fact that they have technical backgrounds in over 2,900 industries.

How does the screening and onboarding of your Board Governance talent work?

Fintalent.io is an invite-only platform and we believe in the power of referrals and a closed-loop community. Members of our community are able to invite a small number of professionals onto the platform. In addition, our team actively scouts for the best talent who have experience in investment banking or have worked at a global top management consultancy. All of our community-referred talent and scouted talent are subject to a rigorous screening process. As such, over the last 18 months totaling more than 750 hours of onboarding calls, of which only 40% have received an invite-link after the call.

What happens if I am not satisfied with my Board Governance consultant’s work?

During your initial engagement with a member of our Fintalent talent pool with no risk. If you are not satisfied with the quality of your hire for any reason then we are able to find a replacement at short notice. There is no minimum commitment per project, but generally projects last at least 5 days and can last 12+ months.

Everything you need to know about Board Governance

A board is a group of people that is set up to manage an institution or company. These members primarily oversee the operations of the organization and give input into strategic decision-making, but they are not involved in day-to-day operations. Boards are usually quite large, with members sitting on more than one board and often being part of several boards at once. In order to make sure all aspects of a business stay organized, boards can create lots of smaller agencies that try different things out before figuring out what works best for the whole organization.
Boards of directors are created in different ways. Some companies have a board of directors that makes all the decisions for the company and is completely separate from management. Others have a board of directors that is inside management, with members representing different aspects of the business and reporting to them.

Fintalent’s board governance consultants have however observed that some companies have chosen to remove boards altogether, instead giving shareholders the right to vote for managers to run the business. This is called a “codetermination system” or “co-determination” in German-speaking countries or “employee representation on corporate boards” in Anglo-Saxon countries.

In public sector organizations and agencies, such as a government department or public agency, the board will be established by legislation or other regulatory authority to oversee the activities of the organization. Government boards are often established as committees whose members are appointed by a head of state or other chief executive. However, some boards have been given statutory authority (by various Acts of Parliament) to oversee their own activities and have acquired the status of a corporate entity in their own right and with specific rights and responsibilities. For example, Supreme Court judges in many countries are required by law to sit on courts. This means that the board needs to be able to set its own agenda. However, they are strictly prohibited from interfering with the justice or administrative activities of the court.

Board members serve on the board as a “duty” and not as a “role”. Duty here refers to the fact that directors have responsibilities to the corporation itself, not to the shareholders. It is illegal for directors to use their position for their personal benefit. This does not mean that directors cannot own stocks in their own corporation, but it does say that they cannot make decisions about stocks just because they own them.

Most public companies have a single class of shares, allowing regular investors to buy and sell them at any time. This is comparable to a closed share structure, where the public shares are not traded. However, it is possible for some companies to hold shares in both classes and use company profits for dividends for holders of the higher class at different times. This is called dual share or an American dual class structure.

A key difference between these two structures is that dual share companies do not allow shareholders to make a proposal for change to the basic structure of the corporation. Instead, the board of directors takes these decisions about changes; however, there are usually exceptions for certain types of changes. In general, it is a good idea to make sure your board has ample time to consider any major proposals.

Some states have laws which require that certain levels of employee representation on the corporate board be achieved. Many of these laws state that a certain percentage (often over 40%) on any given corporation’s board should be made up by employees working at the company. These laws also require that these employees be given the right to regular meetings with management and the board.

In Germany for example, the Public Law on Corporate Governance and Corporate Law, dated 11 May 2008, provides for a minimum of one employee representative to every seven members of the board. Once the law was passed it required that all companies with more than 1000 employees should appoint an employee representative to the board. The other three members of the board have to be either employees or independent. Further laws have since been enacted to give employees even greater influence through increased voting rights and in some cases more seats on the board.

Board members are different from directors in that directors are primarily concerned with what their individual company does, whereas a board is concerned with the company as a whole so that it can do its job well enough to provide value for its shareholders.
Board member representation is set by specific thresholds in corporate bylaws that are set by shareholders. Board members are elected by shareholders at a general meeting and classified in groups based on their status, usually full-time or retired, with a limit set on the number of terms allowed for each. The size of any given grouping is also dependent on the number of employees in said position.

As an organization’s leadership changes or as new opportunities arise, effective governance shifts from theory and practice create an increased likelihood of sustainable shareholder value.
The “poster child” for board governance is a board that is comprised of a CEO, the top four executive officers, and with two independent board members. This has been the modus operandi for most company boards for some time now and it can be very effective in guiding the management team. However, this model does not support all of the key areas necessary to increase shareholder value.
It is important that boards understand their role in ensuring shareholder value creation.
A critical aspect of effective board governance is to be aware of the board’s role in aligning and focusing the skills, talents and commitment of the management team to drive sustainable shareholder value creation. A well-functioning team has a clear understanding of the vision, values and strategy to achieve that successful outcome.


The Concept Of Effective Board Governance

As an organization’s leadership changes or as new opportunities arise, effective governance shifts from theory and practice create an increased likelihood of sustainable shareholder value. Shareholder value creation is the ultimate goal of effective board governance.

In general, there are two main models in which firms should operate:

1) a centralized model where the managing authority sits in one location with all decision making responsibility;

2) a decentralized model where each department has their own local decision maker.

The four main roles of a board are:

1) Nominating and selecting members;

2) Assessing their qualifications and appropriateness;

3) Overseeing financial and legal issues;

4) Providing advice on strategic planning issues.

The major issue that arises is how to balance these various responsibilities without overly limiting the working environment for members or creating a “showy” board structure which would create undue suspicion in peers or subordinates.

The board of directors should be composed of the executive team, which includes the:

1) President (or CEO) and

2) Co-President (or COO),

3) Vice Presidents

4) Assistant Vice Presidents,

5) Financial Managers,

6) Human Resources Manager and

7) General Counsel.

The remaining members are advisors to the committee or representatives from various departments. Some of these may have created conflict that could impact on the decision making process.

The board of directors is responsible for ensuring that its members are qualified under a set of guidelines created by the U.S. Securities and Exchange Commission (or the relevant body with oversight responsibilities) “for all audit committees in public companies. Any board that deviates from this guideline is putting itself and the firm at risk”.

The board must have a broad mix of backgrounds and experience. A diversity of opinion among the directors is critical. Therefore, the board needs to be composed of individuals in their different fields of expertise. The chairperson should not come from a legal background but rather should be picked based on his or her business savvy. All members should have some financial sophistication, but they should not all have to be accountants to qualify for membership on the board. This would lead to a homogenous group with similar views that could create blind spots in decision making and conflict of interests. The board should ideally have a mix of genders, age groups and ethnic backgrounds.

The board should be knowledgeable in all aspects of the firm’s operations. The need to be knowledgeable is critical because it provides insight into the firm’s core competencies, its market share, and its historical goals. Some members may not have been aware of certain practices that had been in place or even asked what they were. The board needs to know the score so that they are not taken by surprise by some new development

The main responsibility of a board is governance, which is managing the firm based on well-defined goals and objectives that were established at the beginning of the business venture.
The board should have a spring cleaning cleaning process. The board should have an organized and thorough process in which they will decide what the best course of action is to take. This involves identifying, understanding and evaluating various opportunities that may arise during the course of business operations, as well as executing on these opportunities with success.

Lastly, in order to be successful and operate at the highest level possible, firm’s boards need to be committed to their firms’ mission. Their boards should not let their business interfere with the mission statement that was created by their founders or other executives at the beginning of the firm’s formation. The board’s responsibility is to make sure the mission does not become subservient to the market share of their firm.

Looking for a different skillset?

Hire related Fintalents

Case studies

Want to become a Fintalent?

Hire the best Board Governance specialists in 2,900+ industries

Fintalent is the invite-only community for top-tier M&A consultants and Strategy talent. Hire global Board Governance consultants with extensive experience in over 2,900 industries. Our platform allows you to build your team of independent Board Governance specialists in 48 hours. Welcome to the future of Mergers & Acquisitions!