By Brian Mitchell, Managing Partner & CEO.
For many senior executives, there comes a point when professional ambition expands beyond the traditional operating role. The natural next step is often a seat on a venture capital or private equity–backed board. These opportunities are appealing for good reason: they allow leaders to share their experience, broaden their influence, and participate in the growth journey of companies outside their immediate scope of work.
As an Executive Recruiter for nearly 20 years, I’ve worked with many senior operators who ask me how to gain access and consideration to board seats. The path to the boardroom, however, doesn’t usually happen by accident. Executives who consistently find themselves considered for these roles are often intentional about cultivating their visibility. They speak at conferences, contribute thoughtful commentary in industry publications, and maintain a presence in professional networks. This isn’t just “self-promotion” for its own sake—it’s about demonstrating a point of view, signaling credibility, and making it easy for investors and founders to imagine them at the table.
Compensation models vary. In venture-backed settings, board members are often granted basis equity points—small ownership stakes that align incentives with the long-term success of the company. In private equity, it’s more common to see annual cash compensation, sometimes layered with performance-based incentives. While neither path will replace an executive salary, these roles are rarely just about the paycheck. They are about building a portfolio of influence, sharpening strategic skills, and contributing to companies in ways that are meaningful but less operationally consuming.
At the same time, it’s worth acknowledging that these roles carry responsibility. Good board members don’t just lend their name or reputation; they engage, challenge, and support management teams. They bring pattern recognition from their own experience, as well as the humility to recognize when fresh approaches are needed. The best ones are both advisors and advocates—helping founders and operators succeed while representing the interests of investors.
For executives considering this path, the key isn’t just polishing a LinkedIn presence or collecting titles. It’s about clarity: What expertise do you bring that’s transferable across industries? What kind of companies or missions resonate with you? And most importantly, how do you want to shape your legacy outside of your operating role?
A board seat isn’t just a credential. Done right, it’s a way to create impact at scale—and to give back to the ecosystem that shaped your own career.