The board chair
Inheriting a board whose risk appetite was set before AI was a P&L variable. Looking for independent perspective that holds up to regulator and shareholder scrutiny.
A WORKING DOCTRINE PRACTICE BOARD ADVISORY
Retained counsel to chairs and nominating committees.
What AI does to governance, and what governance has to become in response. Three engagements at a time, by design.
PLATE II. · THE TABLE PLATE II. THE TABLE
WHO THIS IS FOR
Who this is for.
The nominating committee
Searching for a fifth director who can challenge the executive on AI risk without grandstanding, and a chair-elect who can hold the room together.
A SLATE THAT HOLDSThe lead independent director
Mid-term in a chair handover, expected to keep the room calm and the chair informed. Needs a sparring partner who understands governance cadence.
A SUCCESSION PLAN ENGAGEMENT MODEL
Annual retainer, banded to board complexity — not headcount.
Three board engagements at any one time. Quarterly cadence, with chair calls between meetings as required. The cap is intentional and not flexible.
ENGAGEMENT SPECIFICATION №
- FORMAT
- Quarterly board attendance + chair calls
- CADENCE
- Twelve months minimum, by quarterly review
- DELIVERABLE
- A board doctrine, written
- CAP
- Three engagements at any time
- CONFIDENTIALITY
- NDA standard
- INVESTMENT
- On enquiry
Signed · Dr Kate Barker, advisor
06 QUESTIONS
The questions chairs actually ask.
A short FAQ. For longer conversations, please write directly.
Are you a director or an observer?
Neither. I work as an independent advisor to the chair and the nominating committee. The board remains in control of every decision.
Will you publicly endorse our position on AI?
No. Anything you would not say in your own annual report is not something I will say on your behalf.
How does this differ from a Big-4 advisory?
A retainer with one principal, not a project staffed by a team. The argument is mine; the work is signed.
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Forty-five minutes. Confidential. Every enquiry read personally.
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