The case studies of large public company boards are well-documented. The role played by the boards of start-ups need to be highlighted equally given their unique responsibilities. In India, independent (not investor or founder) board members joining a start-up is not a common practice. There is a need for successful entrepreneurs to become independent start-up board members. Early-stage start-ups (series A), require the board to be a mentor, while boards of well-funded (series B & C) start-ups should transition into a fully functioning board for successful compliance, governance, and value addition. For a board meeting to be productive, it should be incisive, and lay the roadmap for better performance. Typically, when three or more investors join a start-up at various stages, the board dynamics can become complex. CEO and investors should, therefore, invest quality time in nurturing relationships, and build consensus, which is critical for a start-up to scale without hiccups. Over the past decade, I have witnessed how there is value destruction when Board conflicts don’t get resolved quickly and effectively. #StartupBoards#Ravi Venkatesan https://lnkd.in/fPMiqcF …see more