Start with the decision your board needs to make

A useful first conversation would explain the company's ownership, current estate and the choices its board is trying to make. I would want to understand why my retail operating experience is relevant, which directors already provide complementary expertise and what the role requires through the year. My present CEO and executive-director appointment continues, and eighteen annual days is only a provisional planning allowance. Employment consent, relationship checks, applicable governance preparation and the actual calendar must precede any commitment. Please use your own verified professional contact route when adapting this fictional profile; no real mailbox or personal network is supplied here. I would prefer a candid account of one difficult capital, property or supplier question to a broad invitation based only on the CEO title. That gives both sides a better basis for deciding whether the contribution and its limits fit the board's needs.