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Board equity ownership can serve as a signal of alignment, but its effectiveness depends on how it is designed, sustained, and understood by investors. This toolkit is intended to help long-term investors evaluate board ownership as a governance mechanism. It offers a set of questions to assess whether ownership is meaningful in scale, durable over time, and supportive of effective oversight. The goal is to help investors distinguish between structures that reinforce long-term value creation and those that remain largely symbolic, and to support more informed engagement with boards on ownership design.

Governance | Article

CEO Tenure is More Important than the CEO-Chair Debate

By Victoria Tellez

28 January 2026 - In governance circles, few topics generate more debate than whether the CEO should also serve as board chair. Regulators in some markets have taken firm positions, and activists often argue that separation between the two roles is a universal best practice.

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Governance | Report

The Board Playbook: Winning Strategies for Long-Term Value Creation

By Victoria Tellez, Matthew Leatherman

19 May 2025 - Companies — both public and private — strive to build boards that are instrumental in creating long-term value. But boards often feel they must follow somebody else's playbook. As companies grow, especially when they transition from private to public markets, they encounter a set of norms that governance experts expect them to follow. While some of these norms are listing requirements or laws that companies must follow, many are simply conventions rather than mandates.

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Governance | Article

The Myth of the One Size Fits All Board

By Jess Gaspar

15 April 2024 - There is no one-size-fits-all solution to designing corporate boards for long-term value creation. Recognizing and understanding that choices are available is the first step toward making longer-term choices and establishing next-generation board governance.

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