Anuj A. Shah is a Partner at Grant Thornton Stax and a senior leader in the firm’s Responsible Investing & Sustainability Advisory practice, where he draws on his capital markets and advisory experience to help boards, private equity sponsors, portfolio
By: Anuj A. Shah, Partner at Grant Thornton Stax Many corporate boards are engaging with sustainability at a moment when the operating environment is reshaping its business relevance. Trade fragmentation, industrial policy, energy security, supply-chain redesign, workforce constraints, procurement standards,
Sustainability as a Business System: The New Board Governance Challenge Read More »
By Shawn Cole, President and co-founder of Cowen Partners Executive Search Data shows that in more than half of CEO transitions, the CFO is replaced within 18 months. This pattern shows up often enough that it stops looking like a
The Domino No Board Plans For: What Happens to Your CFO When Your CEO Leaves Read More »
Jeff Mullen is VP of Strategy at Prodoscore, a workforce productivity analytics platform. He has spent his career at the intersection of finance and people analytics, building measurement functions at organizations including the Federal Reserve Board and LinkedIn and advising
By: Jeff Mullen, VP of Strategy at Prodoscore Boards are approving millions of dollars in AI investments without a reliable way to determine whether those investments are improving business performance. Most organizations can tell you who is using AI, how
Adoption Is Not Output: The AI Measurement Gap Boards Are Ignoring Read More »
Most boards meet between four and six times per year. That’s the standard cadence across many private and public companies because it creates enough oversight to guide strategy and make timely decisions without dragging leadership into constant meetings. But that
Board Meeting Cadence: How Often Should Your Board Actually Meet? Read More »
Editor’s note: The following announcement was issued by Interface EDU via GlobeNewswire on August 13, 2026, and is shared here in full. Read the original release. James “Jay” Hughes Jr. to advise Interface on preparing rising generations for responsibility, stewardship
Private equity sponsors are the most analytical, obsessive risk underwriters in the corporate world, yet they routinely ignore the single variable that executes the value creation plan. They spend immense capital auditing physical assets and analyzing financial books while leaving
PE Underwrites Everything But Succession. And It’s Costing Them Read More »
A board observer attends board meetings and receives board materials but holds no voting rights and carries no fiduciary duty. A board member is a director with legal accountability to the company and its stakeholders. The two roles can sit
Board Observer vs Board Member: Rights, Responsibilities, and When Each Makes Sense Read More »
Director compensation typically includes a cash retainer, an equity grant and supplemental fees for committee service or board leadership roles. Most public company boards structure total pay as a fixed annual package rather than a per-meeting rate. The cash component
Director Compensation Benchmarks for 2026: What Boards Are Actually Paying Read More »
