Adviser — Deep Technology Board Decision Framework

United States·Technology & Digital Platforms·Deep technology and semiconductors· San Francisco·Posted 26 July 2026

Applications close 15 November 2026

Deep technology and semiconductors organisation in United States

The problem this seat exists to solve

The adviser will help a deep-technology leadership team improve the information and choices brought to its board. The assignment is to create a practical method for distinguishing technical learning, commercial progress and financing needs. It is not a request for a universal governance template or for the adviser to become an informal director.

Work from actual decisions

Review recent and upcoming investment questions, including the evidence used and the assumptions left implicit. Identify where board papers combine fundamentally different uncertainties into one optimistic forecast. Work with executives to describe the decision available now, the cost of waiting and the information that further work could provide.

Develop a tailored approach to stage decisions and review points. A useful milestone should change the organisation's understanding or available choices; it should not merely record that activity occurred. Where a programme needs continuing investment despite uncertain revenue timing, explain the strategic logic and the limits of that commitment.

What the adviser must bring

Candidates need experience leading or advising deep-technology businesses through product development and commercialisation. They should understand technical uncertainty, capital planning and board dynamics. Evidence of helping leaders reach difficult choices is more relevant than a library of presentation formats.

Test and transfer the approach

Apply the proposed method to a small number of live decisions and refine it with management. Ensure executives can maintain the process without the adviser drafting every paper. Include a way to preserve the original assumptions so that later reviews can distinguish execution problems from changed conditions or a revised understanding.

Deliver a decision map, worked examples and recommendations for the board's information rhythm. The adviser has no voting rights, fiduciary office or power to approve investment. Management and the board retain their respective responsibilities.

Success means clearer choices and a more honest account of evidence, not longer papers. The final handover should identify unresolved questions and the learning needed to address them. Candidates must disclose financial or advisory interests that could influence their recommendations about technologies, investors or commercial partners under consideration.

Terms

Where the board sits: San Francisco, United States
Applications close: 15 November 2026
Appointment: Advisory engagement
Compensation: USD 1,600–2,600 per day (indicative advisory day rate)

Before you apply — an advisory engagement

No office of director, and no appointment formalities.

An advisory engagement creates no directorship in the United States. There is no registry filing, no regulator pre-approval, no residency arithmetic and no statutory director liability — which is why it is so often the right first step into a market you do not yet know.

On this brief
Independence: Where the engagement specifies independence from any search that follows, that is a requirement of the engagement rather than a courtesy — an adviser to a board is not a candidate for it.

How advisory engagements are scoped

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