A board seat focused on the technical and operational levers.
A quarterly board cadence plus on-call access, focused on technology, revenue operations, and AI. For boards that want a technical operator's read, not another generalist seat.
When this engagement makes sense
A PE-backed board needs a technical perspective alongside the financial and commercial seats.
A growth-stage CEO wants a board member who has actually run RevOps or built engineering at scale.
The next 18 months turn on a platform or AI bet and the board cannot read it.
An existing technical seat departed and the search will take six months.
An exit window is approaching and the board needs a seat that can defend the asset under technical diligence.
Most boards are long on generalists and short on operators who can read the technology and the revenue engine. The result is governance that defers to management on the questions that matter most. A technical operator in the room shifts that.
The deliverables
Quarterly board cadence
Four scheduled board meetings a year, with pre-reads reviewed in advance and pointed questions in the room.
On-call access between meetings
Reachable for the CEO and the operating partner on real decisions: a platform call, a hire, an integration, an AI rollout.
Technical pre-IC reads
Where the company is acquisitive, I can read a target ahead of the IC. Lighter than a full DD; useful when the deal is sub-$5M and a full engagement is overkill.
Exit-readiness perspective
Through the late hold, I read the asset the way a buyer's technical team will and surface what the board should be commissioning.
A good fit if
- PE-backed boards looking for a technical operator's read.
- Growth-stage company boards.
- Family-office-controlled portfolio companies adding governance.
Probably not if
- —Boards looking for a name on the letterhead.
- —Companies wanting full operating involvement (that is the Fractional Retainer).
- —Pre-Series A startups where a board advisor model does not fit yet.
Caught a $400k AI procurement before it landed in the contract.
A PE-backed services board signed a vendor for an AI rollout that would have locked the data layer into a single provider with bad export economics. The board advisor seat read the contract and the architecture choice in the week before signature, surfaced the lock-in cost on the next board call, and the procurement was restructured around an open data layer. The vendor was still chosen; the contract was very different.