I take on between three and five board positions per year, and up to three consulting or advisory engagements, each chosen for fit, not volume.
Most advisors spread thin. They sit on a dozen boards, show up for quarterly meetings, and offer counsel that could apply to anyone. That's not what I do.
I limit my board and advisory commitments to what I can genuinely carry, because I believe depth beats breadth, for the organization and for me. When I commit to a board, I am genuinely present: before meetings, between meetings, and in the moments that don't make it onto the agenda.
The companies I work with are navigating real complexity: technology transformation, leadership transition, strategic inflection, or the particular pressure of trying to scale without losing what made them good. That work deserves full attention.
Boards don't need more opinions. They need someone who asks the question that reframes the whole conversation.
William AndersonIdeal Board Profile
Each engagement is structured around what the organization actually needs, not a standard template.
Full board membership with fiduciary responsibility. I bring operating credibility and strategic independence to governance conversations, as the voice of someone who has run the play, not just watched it.
Strategic counsel without fiduciary responsibility. Regular access to my thinking on strategy, AI, organizational design, and executive effectiveness, structured around what you're working through.
Senior strategic presence in a defined executive capacity, without the full-time overhead. I work alongside your leadership team on the highest-stakes decisions and the issues that don't fit neatly into any org chart box.
The difference between a good board member and a great one is almost never expertise. It's the willingness to say the thing no one else will, backed by the credibility to make it land.
I've been accountable for real outcomes at the senior level. I know what the board can't see from the outside, and I know what the CEO needs to hear but isn't.
Consulting, advisory, and managed services
Adoption strategy and organizational readiness
Scaling, GTM, and enterprise transformation
Strategy, delivery, and customer outcomes
We spend 30 minutes understanding what you're navigating and whether there's a fit worth exploring.
I ask to understand the business, the board, the leadership team, and the specific challenges you're facing.
We agree on format, cadence, and expectations so both sides know what we're signing up for.
I'm present, direct, and fully committed for the duration of the engagement.
I don't respond to every inquiry, but I read all of them. Tell me specifically what you're working on and why you think this could be a fit.