Adviser — Deep Technology Founder-to-Board Transition

United States·Technology & Digital Platforms·Deep technology and semiconductors· Boston·Posted 10 September 2026

Applications close 7 November 2026

Deep technology and semiconductors organisation in United States

The problem this seat exists to solve

The adviser will help a technology business establish effective working arrangements between founding expertise, executive responsibility and board oversight. The assignment concerns decision rights, information and escalation as the organisation becomes more complex. It is not a personal coaching mandate alone, nor a request to impose a standard governance model regardless of the business's stage.

Work from points of friction

Review decisions that have stalled, been reversed or produced conflicting instructions. Identify where technical authority, commercial responsibility and formal approval overlap. Examine whether the board receives the evidence it needs and whether executives understand which decisions they can make without returning for informal consent.

Develop options that preserve access to valuable technical knowledge while maintaining clear accountability. Test them against realistic questions such as changing product scope, committing to a strategic customer or stopping a research direction. The objective is to make expertise influential without creating an unrecorded veto outside the agreed governance structure.

Candidate qualifications

Candidates should have led or advised founder-led deep-technology businesses through growth and governance change. They need understanding of technical leadership, board dynamics and executive accountability. Evidence of resolving practical decision problems is more useful than reliance on generic maturity language.

Implementable advisory output

Provide a decision-rights map, proposed information flow and a sequence for adopting the arrangements. Facilitate discussions where needed, but identify disagreements that require an explicit choice by authorised leaders. A workshop should not be used to disguise a decision that remains unresolved.

The adviser has no director office, voting rights or executive authority. The board and management retain responsibility for their respective decisions. Any changes to formal governance documents require appropriate professional review and approval.

Success means faster, clearer decisions and less dependence on informal access to a particular individual. Handover should explain how the arrangements will be reviewed as the business changes. Candidates must disclose investor, recruitment or advisory interests that could influence recommendations about roles or appointments, and must respect the distinction between strengthening governance and selecting preferred individuals for positions the engagement has created.

Terms

Where the board sits: Boston, United States
Applications close: 7 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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