How to navigate the role of board Observer with confidence
Byron Powell works as the Chief Revenue Officer at Parkable, a global leader in parking management software where he leads the marketing, sales, CSM and partnership teams.
Byron is always looking for opportunities to learn and grow. He joined the OnBoard program to learn more about how to be an effective board member for a Start-up, and how best to communicate with the Parkable board.
In the OnBoard program, Byron was a board Observer with TourWriter, and at the end of this experience, he was offered an ongoing role as an Advisory Board Member. Byron believes he secured the role because he behaved like an advisory board member from the outset, focused on how he could add value, and dedicated himself to learning as much as he could.
From day one as a Board Observer Byron had the approach of treating the opportunity as a way to demonstrate he was Director ready (while operating in the realms of a role of an Observer in the boardroom).
“I tried to contribute ideas when I saw the opportunity. Being a Board Observer you can still contribute and add value to the board, whilst staying within the Observer guidelines. Companies have brought you on for your expertise, so remember to speak up with your ideas.”
Byron would recommend committing a huge amount of your time in the first month to learning as much as you can about the company you will be joining. Learning about the company's product, strategy, customers, competitors and team may take more time than you might think. But by understanding the program and the company that you are observing, you will be able to contribute and add more value as a board Observer for the next eleven months.
“Doing the program is an amazing way to begin your startup governance journey because you get all the theory and practical experience, and then when you feel like you are thrown into the deep end you have your own cohort to support you along the way. All this combined speeds up your learning.”
Byron also recommends meeting board members face-to-face, even if they live in different cities. This personal connection can help build relationships and trust between members, which is essential for effective communication and collaboration. It will also speed up your understanding of the business and make it easier to contribute ideas.
When asked about his experience with the workshops, there was one session, “Springboard with Simon Telfer”, that he remembered being extra rewarding. The session focused on how to get into other boards. It gave him ideas about how to turn this opportunity into a permanent role, and with those proactive steps he was successful.
Having been through the Program, Byron thinks that it has given him more credibility as a start-up Director. In the future, he would like to transition to sitting on more boards but it’s time-consuming - for now, one board alongside a full-time job is enough.
“Governance programs like OnBoard really give the opportunity to build the experience and connection you need to have to be a Director for a startup board. This can be hard to do without help to take that first step. And once you are on the Program, if you are dedicated you will get out what you put in.”
Byron's final tips to someone starting the program:
Take advantage of the program's resources and network to learn about being a board member.
Learn as much as you can early on about the board and the company you’re joining.
Don’t be afraid to communicate early on to your board about what you would like to get out of it as an Observer.
Listen closely, focus on how you can contribute, and share your ideas - and remember you’ve been chosen because they want to hear what you’ve got to say.
