Insights

We spend so much time talking about startup leadership—vision, grit, execution, adaptability, resilience. But what about leadership at the board level? What about the Chair?

Too often, the role of Chair is seen as a formality. A steadying hand, a name to impress investors, someone who runs the meeting. At best, a mentor; at worst, a figurehead.

But I would argue that a great Chair can be one of the most under-leveraged assets in a growing company—and one of the most visible signs of maturity to the outside world. A key driver for growth, for fundraising, for pattern recognition insights, and so much more.

The Chair as a Strategic Force

I’ve written before about the questions founders should ask themselves about their board. Questions like: Would I rehire this person today? Is this meeting a strategic dialogue or just a status update? If our Chair stepped down tomorrow, who would I call?

But underneath all that is a deeper reflection: do we have the right kind of leadership at board level?

Not someone to make decisions for you. Not someone to chase operations. But someone who sees the whole picture, helps you zoom out when you’re buried in the weeds, and has the EQ to challenge without undermining.

This is what high-impact Chairs do. They provide a form of “above the line” leadership that brings clarity, steadiness, and momentum—not just to the CEO, but to the entire boardroom.

What Great Chairs Bring

Drawing from my own founder experience, my work with cleantech leadership teams, and from running board-level searches across Europe, I see three standout traits in great Chairs:

1. They manage energy, not just agendas

A Chair sets the tone. They influence how decisions get made, how conflict is handled, and how voices are heard. They don’t just ask questions; they help shape the conditions for honest, focused debate.

2. They balance challenge with care

The best Chairs know when to apply pressure, and when to offer perspective. They push the CEO to grow, but never step into their shoes. They make it safe to say “I’m not sure,” while keeping standards high.

3. They think long-term while anchoring the now

Founders are often deep in the week-to-week. A great Chair holds the horizon. They make sure the board stays strategic. They help prep for funding rounds, exits, internationalisation, and succession—often before anyone else is thinking about it.

The Signal It Sends

I’ve had the privilege of supporting several VC and founder-backed companies through board refreshes and Chair succession. And one consistent theme stands out: investors pay attention. So do acquirers. And so do teams.

Your Chair says something about your seriousness. About your ambition. About your willingness to build beyond yourself.

A poor Chair slows you down. A passive Chair keeps you stuck. But a great Chair? They unlock the next level of growth.

Is It Time to Rethink?

If you are a founder or a VC partner, this is the conversation worth having.

Not in a crisis. Not when the Chair announces they are stepping down. But now, while you have space to think clearly and plan well.

Ask:

• Does our current Chair match the stage we’re entering?
• Are they still the best partner for the CEO?
• Are we building a board that is ready for what comes next?

This Is Where We Come In

At Hyperion Board Search, we’re seeing a marked shift. Cleantech and climate-tech companies are starting to treat Chair and NED appointments with the same rigour and intentionality they give to C-suite hires. About time, in my view.

Because these are not soft roles. These are the people who shape governance, hold founders accountable, and support teams through the inevitable bumps of growth and scale.

It is not just about experience. It is about chemistry. Character. Curiosity. Challenge, delivered with care.

And when it works—it shows.

Let’s raise the bar on boardrooms.