Board-level judgement from someone still in the work.
I take a small number of positions a year, weighted to businesses where product, technology and now AI decide the outcome. I'm useful in the room because I'm still building the week before the board meeting.
What I actually contribute
Beyond governance and the usual board hygiene.
Product and roadmap pressure
The uncomfortable questions about what's being built and why, asked early enough to matter.
AI reality-check
Where it genuinely changes the cost base, where it's theatre, and what the board should expect to see by when.
Exit readiness
Been through it as founder and investor. Most of the value is decided two years before the process starts.
Senior hiring
Sitting in on CTO, CPO and head-of-engineering hires, and telling you honestly what you're buying.
Current availability
Taking enquiries for one further board seat through the rest of the year. Also open to a fractional product & AI leadership retainer — a day or two a month with a CEO who needs the plan pressure-tested.