I take a limited number of board and advisory roles.
I’ve worked at the board and leadership levels, and I’m still hands-on-keyboard. That combination is the whole point: I’m at my best when you want to think about a technical transformation holistically — from the real work with real results, to the organizational design that has to hold it up, to the business and market opportunity it’s meant to open.
Where I tend to be most useful
- You’re making a real bet on AI and need someone who can tell the difference between what’s genuinely possible now and what’s a good demo.
- You have strong technical people and want help pointing them at the right problem.
- You’re rearranging a team, a roadmap, or an entire company around a technology shift, and the sequencing matters.
- You want a board member who will read both the code and the P&L.
What it looks like
I keep this deliberately small — I have a company to run. In practice that means a few board seats and advisory relationships at a time, plus the occasional working session with a leadership team. There’s no package and no rate card; the shape depends on what you actually need.
How to start
Tell me what you’re working on and what’s hard about it. A paragraph is plenty.
Hilary Mason 