Joe Hurd explains that you don’t have to be a CEO to get a board seat – he spent 20 years in senior sales, strategy, and business development roles in consumer internet companies before becoming a director. His first board offer came out of the blue from a former colleague. His expertise advising companies undergoing digital transformation was attractive. He now has 5 public company board seats. On choosing international boards, Hurd leverages having lived in London. His value is providing tech expertise and a bridge between digital executives and fellow board members. He is also the director engaging employees and stakeholders, and holding management accountable on diversity hiring and living up to the company’s purpose.
Close relationships and frequent communication are key. On race, Hurd says it has been a factor but not the sole factor in his recruitment. The UK has set board diversity mandates. He strives to perform so well that replacing him with another talented black director seems a clear choice.
Overall progress relies partly on generational change. Effective directors are inquisitive about their industry, go beyond their initial area of expertise to contribute broadly, and put in the work between meetings. On imposter syndrome, Hurd urges using it as motivation to demonstrate capability. Aspiring directors can start with functional expertise and develop industry knowledge. Continually raising diversity helps keep it top of mind across issues. Hurd wants his legacy to be providing opportunities for others. Directors should leverage privilege to open doors for future diverse candidates.
