Board Advisory Recruitment: Finding the Right Voices for Your Board

Hello and welcome to Boardroom Insights, the podcast where leaders, founders, and board members talk about governance, leadership and how boards can really make a difference. I’m Adrian Lawrence. Today we’re digging into a key but sometimes overlooked area: Board Advisory / Board Advisory Recruitment. What it is, why it's becoming more critical, common pitfalls, and how Ned Capital can help organisations find the right advisory board or advisors for their needs.

Segment 1: What Is Board Advisory / Board Advisory Recruitment

Host:
To start, let’s clarify what we mean by Board Advisory. Many organisations have full boards of directors, but sometimes there’s a need for additional, non-voting expertise: advisors or advisory board members. These individuals typically:

• Bring specialist knowledge (e.g. in technology, ESG, risk, finance, regulation)
• Help shape strategy, offer counsel, challenge assumptions without being full board members
• Can be more flexible in terms of time, commitment, and legal responsibility

Board Advisory Recruitment is the process of sourcing, assessing, and appointing these kinds of advisors. It involves creating the right brief, finding people who can add value, ensuring fit with culture and strategy, and integrating them effectively.

Segment 2: Why Advisory Boards / Advisors Are Increasingly Important

Host:
Why do more organisations now want advisory boards or board advisors?

• Speed and complexity: As markets, technologies, regulation and ESG expectations change fast, having advisors with specific up-to-date knowledge helps boards stay ahead.
• Cost / risk optimisation: Rather than appointing more full NEDs (Non-Executive Directors), which often carry legal and governance responsibilities, organisations can sometimes get high-impact input through advisory roles that are less formal.
• Access to networks and credibility: Advisors often bring their professional network, which can open doors—finance, partnerships, market-entry or regulatory navigation.
• Flexibility: Advisory roles can be tailored—on time commitment, by project, or focused on specific areas.
• Bridging gaps: Organisations may have certain gaps in skill or experience at board level (e.g. in digital transformation, sustainability, ESG, international growth). Advisors can fill those gaps while the organisation works toward more permanent board appointments.

Segment 3: Common Challenges & What to Look Out For

Host:
There are a few common pitfalls or challenges with advisory / board advisory recruitment. Knowing them can help you avoid mis-steps.

• Unclear role or expectations: If you don’t define what the advisor is meant to do, how much time, what level of influence, then disappointment follows.
• Overlap with board roles: Make sure the advisory role doesn’t conflict or duplicate board duties, or create confusion about accountability.
• Cultural / values mismatch: Technical skills are great, but if the advisor doesn’t align with your mission, culture, or how you work, it can lead to friction.
• Poor integration: Advisors need to be onboarded, given access to the right people, information, context. Otherwise their input may lag or be under-utilised.
• Lack of feedback loops: Without clarity on how their performance or contributions are evaluated, or without periodic reviews, advisory roles can drift or lose momentum.

Find out more https://www.nedcapital.co.uk/board-advisory-recruitment/