Ron explains that he gained board experience through his role as a healthcare executive, starting with a company seeking his expertise on healthcare reimbursement issues. He notes that while CEO experience is valued, directors with other C-suite expertise like CFOs can add value, as can those with niche skills relevant to the company’s industry. Regarding first boards, he suggests looking at private companies to start, as they are less demanding than public boards but allow one to contribute industry knowledge. He advises focusing on the CEO’s caliber over company size when evaluating boards.
On contributing in the boardroom, Ron stresses coming prepared by thoroughly reading materials. He encourages developing strong knowledge of the business and strategy to identify areas to add value. He says that while diversity advocacy is important, it should be framed as good business, not a special interest issue, to get other directors invested.
On style, Ron aims to avoid dominating discussions and keeps perspective that boards don’t manage companies; they advise and oversee. He says being one’s steady, authentic professional self is key. He believes golf can help build relationships but there are other ways to connect with fellow directors.
Looking ahead, Ron expects Black and other minority representation on boards will increase organically as talent pipelines grow, though he notes shareholders and regulations may spur faster progress if needed. He highlights the role all directors can play through mentorship and helping candidates understand board recruitment processes. Overall he advises aspiring directors to appreciate that board recruitment is a journey requiring the right mix of skills, experiences and fit.
