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Mark A. Pfister - The Board Architect, shares with us why the team that supports the leader is vital
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In today's episode Ross Lauder speaks to Mark A. Pfister, he is the CEO and Chief Board Consultant at M. A. Pfister Strategy Group, Inc., an executive management board consulting firm serves as strategic advisory council for executives and boards in the public, private and non-profits sectors. He is chairman and CEO of Integral Board Group and creator of The Board as a Service Engagement Model which is accredited with an invention in the industry itself. He is a board director and board consultant having worked with hundreds of board public, private and non-profit organisations as their directors with focus on strategy, governance and technology particularly in cyber security. He speaks in over 80 events yearly, with international speaking towards topics of strategy, building an effective board for your company and becoming an exceptional board director candidate.
We kick of by asking Mark to tell us what lead him here and to share his journey thus far:
- Large scale projects
- Starting my own company
- Always focused on leadership
- Ask more questions
- It's been a fun trip
- Always learning
We have Mark share some success stories and challenges:
- If I knew back then, what I know now
- Building a sounding group
- From startups to global organizations
- Be advised
- Select folks that are intelligently curious
- Thought process
We ask Mark, what is Board as a Service and what does that mean to him?
- PE and VC world
- Board as a service model
- Operating as a board of advises
- You don't have to give up voting rights
- Skill set and balance of personality types
We find out from Mark what are the biggest challenges organisations face when they get to those categories when scaling:
- Company is established
- Who are they surrounding themselves with
- Growth phases
- The team that are supporting the leaders
- Due Diligence
- Does that group bring clout
- Debt investors/ loan officers
- The bank tries to limit the risk
- Its like your buying a seat
- The right people bring a network
- An oversight of governance
When making this kind of transition, what does that look like and how does he help:
- They are not prepared for this
- Responsibility
- Gaps in people that have had c-level titles
- Having the right IQ
- High level strategy
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