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Barry C. Einsig
Barry Einsig is Founder of Barry C. Einsig Advisory Services LLC, and is a transportation technologist who advises cities, states, national governments, and public or private corporations on their digital transformation. He is currently a board member for EROAD, a transportation technology provider headquartered in Auckland, New Zealand. The company is dual listed in New Zealand and Australia, with a large and growing market presence in North America. Barry currently serves as the chair and founder of EROAD board’s technology committee and is a current member of the nominating and governance committee. He previously served as a member of the remuneration and talent committee.
Barry is a credentialed professional director through the American College of Corporate Directors and a certified director through the National Association of Corporate Directors (NACD). He has attended numerous board training offerings, including the Wharton Executive Education Board Governance program called “Boards Who Lead: Corporate Governance That Builds Value.” He was a previous board member of the Connected Vehicle Trade Association. He served as a founding member of Singapore CARTS Committee, focused on connected and highly automated vehicle systems for the nation. He served as a mentor in the Columbus Smart City incubator for HAAS Alert, a successful start-up launch in digital alerting for connected roads. Barry is a patent holder for the use of video over LTE networks. Finally, Barry is a subject matter expert who testified before the House Energy and Commerce Committee on the technology industries’ readiness to deploy connected vehicle technology systems.
Before starting his own firm in 2022 Barry held previous roles as a vice president for Econolite Systems, Principal for CAVita, Global Automotive and Transportation Executive for Cisco Systems, Director of Transportation and Strategic Development for L3/Harris Corp. and other roles in the technology industry.
1. What is the key to being a successful director?
The key is knowing that the board is a team, working together to support the organization’s strategic goals and objectives. This requires knowing that every member has a diverse set of knowledge, skills, and expertise that has been brought together to be effective and efficient at delivering stakeholder value. In short, be collaborative, ask good questions, always learn, be humble, and know that you are not in an operational role.
2. What has been your most rewarding experience as a director?
It has been rewarding to be a part of the board, while recruiting three new board members, two CEO’s, several members of the executive team. During this same period, the board also managed acquisition integration and several fund-raising rounds. Through this current time of remarkable period of growth, transformation, and global supply chain disruption, the company has emerged more prepared for the next level of scaling.
3. What piece of advice would you give to those looking to land their first board seat?
I would start by saying, do not underestimate the power of your personal connections. If you are considering board work, you are already highly accomplished in your field and have a great network. Start by talking to those you are closest to and let them know that you are looking to join board service. Next, identify your top two or three key skills that are valuable to board work. These skills are the ones that will likely get you the first opportunity to interview for a board. Finally, invest in board education, assess the total skillsets necessary for a successful board candidate and seek out the best educational resources to fill in your gaps.
4. What changes do you anticipate seeing in the boardroom in the next five years?
I would anticipate that the pace of change will continue to accelerate in companies and industries. This will continue to tax boards’ ability to stay up to date with disruptions and digital transformations. This is likely to lead to more focus on board members being lifelong learners and continuing to question the executive team, the industry, and board peers on what the most significant actions are that the business must take to continue to be able to grow and serve the stakeholder community.
Bob Greene has extensive strategic planning expertise through both military and private sector capacities. He has held five command tours throughout his military career of which 10 years were active duty and 25 years in the reserve component, enabling him to have a concurrent private sector career. Upon selection to Rear Admiral, he continued in the demanding private sector capacity while also serving 120 active-duty days/year. He leveraged his vast experience in the art of leadership to be an executive advisor in strategy, operating model design, and organizational development for multiple business line chief executives.
As an energy executive, Bob served as CEO of the University of Iowa Energy Collaborative, a partnership company created in the public-private partnership (P3) between UIOWA, ENGIE, and Meridiam. He reported to the Board of Directors representing investors who endowed $1.2B to the university for a 50-year concession agreement. As the concessionaire, he had direct oversight, direction and control of the campus utility infrastructure and energy capital investments.
During an international assignment, Bob developed and implemented an operational excellence and asset integrity standard impacting over 200 generation assets having a power capacity of greater than 45 GW worldwide by leveraging value-add insights from cognitive diverse frontline and management personnel across the globe.
In his capacity as a Rear Admiral, Bob served as Director, Interagency Partnering, European Command, applying a ‘Whole of Government/Whole of Society’ approach in interagency operations. He also served as the Deputy Commander, Naval Forces Southern Command, where he led 20 partner nations in one of the largest multinational military exercises in the world.
Bob is the Managing Partner of Pilotage Strategic Partners, LLC. He is currently serving as an advisory member on the Cedar Rapids / Linn County (Iowa) Sustainability & Resilience Advisory Committee as well as an active mentor for business start-up ventures at the Tippie College of Business University of Iowa.
Bob graduated from the United States Naval Academy with a degree in Electrical Engineering. He is a certified Navy Nuclear Engineer and a Professional Engineer registered in the Commonwealth of Virginia.
1. What do you feel is the key to being a successful director?
As I am currently seeking my first independent board director role, I could not be more pleased with the foundation of knowledge gained through the Director Fundamentals Program. Having an appreciation of effective board dynamics through best practice insights is extremely valuable as it provides the compass for preparation in becoming a director. There have been a few common themes among featured directors as well as my interactions to date with experienced board members, have a continuing education trajectory, learn the organization’s culture and strategy, and embrace relational effectiveness. Finding a fit that is congruent with your own intrinsic values will become the catalyst for a seamless integration among fellow board members.
2. What has been your most rewarding experience in your professional career that has led you to the journey towards securing a board seat?
I’ve been a keynote speaker for multiple events on the topic of leadership and in response to the request, my theme has been: “What it takes to be a disrupter and how best to apply intrusive leadership without alienating everyone in the process.” Throughout both my military and private sector careers, I have been most rewarded for making a difference in people’s lives in their contribution to society through meaningful purpose, one that will be remembered for a lifetime. This personal ambition entails never being content with the status quo, establishing a relationship of trust and alignment with those you lead through a culture founded upon core values which can only be determined by tapping into their intrinsic drivers, inspiring a compelling vision with no constraints by past ways of doing business and leading with emotional intelligence to create a transformational experience. As a board director, it provides me with the opportunity to leverage my 40 years of experience and influence change for the betterment of the organization.
3. What piece of advice would you share with those looking to secure a board seat?
I would suggest seeking professional expertise on how best to articulate your value proposition in both a career biography and board resume. Subsequently, connect with a firm that focuses on board director placement and have them expand your network with their contact list. This process has become a force multiplier and enabled me to interact with multiple professionals that will further your insights on becoming a director and keep your search active. You can’t be passive in this process; it will take effort to engage with others and you must exhibit perseverance and patience.
4. What changes do you anticipate seeing in the boardroom in the next five years?
Citing the recently issued 1st Quarter 2024 Corporate Board Member edition and insights from seasoned board directors, technological expertise in AI and cyber security will be prominent. However, applying this expertise will only be as effective as having a well-functioning board. This will entail a focus on strategic and critical thinking, a culture embracing transformational vs. transactional relationships and members demonstrating diversity of thought and experience. These core attributes will have the greatest impact on improving board performance in their oversight of management.
Mike Jeans is a CEO and director with boardroom experience in the insurance, startup technology, and non-profit sectors. As a Director of AMICA Mutual Insurance Company, he chaired the Nominating & Governance Committee and served on the Compensation and the Investment Committees. He also previously chaired both the Compensation and Audit Committees. He is also a member of the Board of Directors of the Boys & Girls Club of Nashua (NH) and is the Chair of its Charitable Foundation. He serves on the Board of Directors of The Spirit of Adventure Council of the Boy Scouts and also chairs its Advisory Council. He had earlier served as President of the Board of the Boston Minuteman Council of the Boy Scouts. He is an Eagle Scout and recipient of their national Distinguished Eagle Scout Award. He is the former Chair of the Board of Maine Media Workshops + College in Rockport, ME and former President of the Board of Habitat for Humanity (North Central MA). Mike previously served as President and then Chairman Emeritus of New Directions, Inc., a nationally-recognized career advisory firm; as the President, CEO and Member of the Board of Directors of Roxy.com, Inc., a start-up on-line retailer of consumer electronics; as CEO of Nashua Photo, Inc.; and as President of Wesson/Peter Pan Foods, Inc. (a Conagra company). Mike is a recipient of the Distinguished Director of the Year Award from the American College of Corporate Directors.
1. What is the key to being a successful director?
Being curious and having the ability to ask good insightful questions are hallmarks of great directors. Effective directors also keep their dialog at the strategic level and know the line that divides the duties of the board and management. Good directors understand why they were invited to join the board and use their specific skills and background to add value to board discussions while always being collaborative in decision-making.
2. What has been your most rewarding experience as a director?
Participating on the board’s search committee for selecting our next CEO. It is one of any board’s core responsibilities to oversee the succession process for its CEO. Benchmarking potential internal CEO successors against outside CEO candidates provides an in-depth objective look at the quality of the senior management team while creating the opportunity for a serious strategic discussion of the full board in preparation for this important board decision.
3. What piece of advice would you give to those looking to land their first board seat?
Craft your “board brand” that is both relevant to what a board needs in a director and crisply conveys – both verbally and in writing – the value that you can uniquely bring to the board. Use your network – particularly those who have seen you in action and are already fans of yours. Let these people know that you are interested in board service, that you have the time, and what your value proposition is. Not all boards are alike – do your due diligence before saying “yes”.
4. What changes to you anticipate seeing in the boardroom in the next five years?
Diversity of boards will only accelerate. By this I mean diversity of gender and ethnicity as well as of age, background, and perspective. There will also be a greater realization by boards that the long-term sustainability of the company will depend on serving a broad array of stakeholders – beyond just shareholders – to include customers, suppliers, and the communities within which the organization operates.
Ms. Ferrante is a strategic and operationally focused Attorney, Risk Management and Talent Leader, bringing more than 35 years of diverse experience to medium and large, public and private organizations. As General Counsel, Chief Administrative Officer and Corporate Secretary, she has demonstrated the ability to develop growth strategies, through both organic and strategic acquisitions, while working collaboratively with a variety of partners and stakeholders. A key part of an Executive Leadership Team, she is recognized as a skilled coach and advisor to the business through vision, strategy, deliberate decision making and execution to deliver on results.
What is the key to being a successful director? Strategic vision, effective communication and collaborative leadership that is focused on the Company’s goals and outcomes. This requires a deep understanding of the company and industry as well as adaptability and ethical leadership that aligns with a company’s Vision, Mission and Values.
What has been your most rewarding experience as a director? Galvanizing a non-profit board on a strategic vision and plan that is contributing to stability, growth in services, and the long term direction and success of a 30 year organization.
What piece of advice would you give to those looking to land their first board seat? Networking, building strong professional relationships and participation in professional organizations are key. Showcasing a diverse skillset and a deep knowledge in your area of expertise will get you noticed. Finally, have passion in all that you do!
What changes do you anticipate seeing in the boardroom in the next five years? ESG, especially as to climate change, cyber and data security, artificial Intelligence and Board quality and governance will continue to be critical to Board leadership. Economic concerns in some industries will result in essential changes affecting Talent and some business models. A strong focus on proactive Enterprise Risk Management methodologies, will help Boards successfully navigate risks that could threaten outcomes of the organization.
Mike Kelly is an entrepreneur and a board director with broad functional experience in finance, operations, sales, and human resources. Mike is known as an authentic and high-integrity leader who builds trust. He is an effective listener who asks insightful questions and one who inspires and motivates others. Mike is skilled in strategy, in innovation, and in leading organizations through change. He is intellectually curious and has a strong results orientation. He is always focused on doing things the right way.
Mike has broad experience in the board room as well as in leadership positions on multiple boards over the years. He currently serves on the board of Warsaw Federal Savings and Loan, the Warren County Foundation, ChangingGears, and Mars Hill University. He is also an active member of Rotary International in Southwest Ohio and beyond.
Mike is currently Managing Partner of Right Path Enterprises, LLC – a talent and leadership development firm. He is also Founder and Principal of Kelly Financial Planning, LLC – a financial planning and advisory firm.
Prior to starting these businesses, Mike served in multiple corporate executive roles in large complex organizations such as Macy’s and Michelin. Mike’s executive experience at both companies was broad, and he became known as a people-oriented problem-solver.
Mike earned his B.S. degree in Business Administration at Mars Hill University in NC and his M.A. in Business Administration at Webster University in Columbia, SC. He is a Certified Executive Coach, CERTIFIED FINANCIAL PLANNER™ and a Registered Life Planner®.
Mike is also the author of the book, “Leaderfluence: Secrets of Leadership Essential to Effectively Leading Yourself and Positively Influencing Others.”
1. What is the key to being a successful director? It is to be authentic, relational, strategic, and committed to the organization, its people, and the ultimate customer. A director should also be curious and a lifelong learner.
2. What has been your most rewarding experience as a director? Serving as chair of a board during the COVID pandemic and helping the board and organization develop a sound plan and act on it. We also created an exceptional board development and succession process.
3. What piece of advice would you give to those looking to land their first board seat? Educate yourself and ensure that you’re prepared to assume the responsibility. Couple this with building relationships, sharing your desire, and finding a trusted mentor or advisor.
4. What changes do you anticipate seeing in the boardroom in the next five years? The rise of cybersecurity, AI and other technological advancements will increase complexity and bring additional challenges. Board development and succession will take on even greater importance, and ESG will continue to require focus and attention.
Therese M. “Terri” VaughanDr. Vaughan is a seasoned educator, corporate director, and internationally recognized expert in insurance regulation. Over her career, she has served as a director of 7 public companies. She is currently on the boards of AIG, Verisk Analytics, Wellmark Blue Cross and Blue Shield, and WestBank Corporation.
Vaughan split her career between insurance regulation and risk management and insurance education. She served as Iowa Insurance Commissioner for over 10 years and was appointed by governors from both major parties. From 2009 to 2012, she was the CEO of the National Association of Insurance Commissioners (NAIC), where she led the NAIC’s response to the financial crisis, both nationally and internationally. In 2012, she chaired the Joint Forum, a Basel-based committee of banking, insurance and securities regulators that focused on cross-sectoral issues. Between stints in regulation, she was a chaired professor of insurance and actuarial science and Dean of the College of Business and Public Administration at Drake University. Most recently, she served two years as the Professional Director of the Emmett J. Vaughan Institute of Risk Management and Insurance at the University of Iowa.
Vaughan earned a Ph.D. in risk and insurance at the University of Pennsylvania and a B.B.A. in insurance and economics at the University of Iowa. She is a CPCU, Associate of the Casualty Actuarial Society, and Associate of the Society of Actuaries. She has received a number of accolades, including recognition as one of the Top 25 Living Legends of Insurance, Distinguished Fellow of the IAIS, and Insurance Woman of the Year. In 2016, Best’s Review named her one of 24 insurance industry’s key influencers – “innovators, leaders and creative thinkers” who have shaped the insurance industry.
1. What is the key to being a successful director?
An ability to listen, see the forest for the trees, and challenge respectfully. Constant curiosity and desire to learn. Willingness to admit what you don’t know.
2. What has been your most rewarding experience as a director?
Being part of a successful CEO transition from beginning to end. When the new CEO is is the right person, is prepared to take the helm, and hits the ground running, great things happen. The organization has a new energy. It is immensely rewarding to be part of that journey with the other directors.
3. What piece of advice would you give to those looking to land their first board seat?
Have a clear understanding of what you have to offer, gain board leadership experience with nonprofits, and network, network, network.
4. What changes do you anticipate seeing in the boardroom in the next five years?
Expectations for boards have increased dramatically since my first experience as a director. Shareholders are more vocal, and the focus on ESG/Sustainability and broader stakeholder interests have tended to increase the scope of a board’s oversight responsibility. For example, compensation committees have expanded their focus to human capital management. Audit committees have greater responsibility for a variety of risks, leading some companies to establish separate risk or technology committees. The world is becoming more complex, and boards will have to figure out how to best partner with management in the face of this increased complexity and constant change. This will force boards to become more agile. It will impact the way information is delivered to directors, how directors engage with the CEO and other members of management, and the process of board refreshment, with more frequent turnover to ensure the board encompasses the right expertise as the business and environment change.
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