Ensuring the right things are done while not being overly fussy is a tricky balance. But relaxing one’s guard can also be the wrong approach.
For a non-executive, achieving the balance between ensuring the right things are done and not being overly fussy is always tricky. It is easy to misjudge.
Our board was delighted that on securing a major new investor representing a multi-family office, Harry, one of their senior executives, agreed to join our board. Directors fees were agreed, appointment letters exchanged and all was well as our new recruit joined the team. This was all a feather in the cap for our finance director, Jake, who had introduced the new investor having worked with Harry in the past. The whole board recognised Jake had worked this relationship to good effect an
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