Lessons so far from scaling businesses: the missing board seat?
Scaling a business is one of the most exciting—but also the most challenging—phases of growth. Whether you’re a founder, CEO, or leadership team member, the journey from startup to scale-up brings new complexities that can make or break a company’s success.
Having worked with a number of businesses seeking growth and helped them to do that, I’ve seen first hand how there is often a missing chunk of objective expertise at the board table. Many boards are stacked with financial, legal, and risk expertise – the areas that in my view are where most Non-Executive Directors are retained - but often these scale-ups lack the commercial experience necessary to scale effectively. Fractional directorships can play a significant role here, however the right Non-Executive Director (NED) can be a game-changer in this process and maintain objectivity otherwise lacking.
So, what do CEOs, founders and boards truly need from a commercially-focused NED in a fast-growing business or one that wants to become one? Here are the key lessons I’ve learned so far from working on both sides of the table.
1. Commercial thinking at the Board level
Scaling isn’t just about great products and technology—it’s about commercial execution.
Many companies assume that if they build something innovative, customers will naturally follow. But the reality is, without a clear go-to-market strategy, even the best solutions can fail.
💡 What a CEO needs from a NED:
A sharp commercial perspective—someone who understands sales cycles, marketing strategies, and routes to market.
A willingness to challenge and stress-test business models, pricing structures, and growth assumptions.
Perhaps counter to mainstream NED guidance, I believe a NED for businesses of this size and at this life stage should be prepared to get hands-on if needed.
✅ Example: When working with AgriSound, we didn’t just focus on technology development—we built a commercial roadmap targeting global brands dependent on nature. This was key in securing international interest and sales.
2. An unbiased, big-picture perspective
CEOs and founders are often very close, perhaps too close, to their businesses.
They live and breathe their vision, which can make it difficult to see blind spots or recognise when a pivot is necessary. And sometimes even worse, listen and act on too many opinions from others with vested interests.
A great NED brings an objective, external view—helping leadership teams think beyond day-to-day operations and focus on long-term strategic growth.
💡 What a CEO needs from an NED:
Someone who can ask the right questions and challenge assumptions without being disruptive.
A mentor, not just an advisor—someone who provides guidance, not just oversight.
Insight into emerging industry trends and potential disruptions.
✅ Example: At Mindlab, stepping back to redefine long-term strategic direction was critical to build the commercial plan. By working with the leadership team to reassess market positioning, we aligned the business with future opportunities rather than just chasing short-term wins.
3. Networks that open useful doors
Having an experienced NED isn’t just about their knowledge—it’s also about who they know.
Scaling businesses often struggle to secure funding, land major partnerships, or attract top-tier talent.
A well-connected NED can open doors that would otherwise take years to unlock.
💡 What a CEO needs from a NED:
Someone who can facilitate introductions to investors, industry leaders, and key decision-makers.
Access to strategic partnerships that can accelerate market entry and brand credibility.
A board member who is proactive in making connections, not just reactive to requests.
✅ Example: While working with a mid-sized UK company expanding into Europe, leveraging board-level connections helped secure distribution agreements that significantly shortened time-to-market.
4. Constructive challenge (without micro-management)
A great NED knows the difference between challenging and interfering.
While executive teams are responsible for running the business, NEDs must play the role of critical friend—supporting decisions but also challenging where necessary to avoid groupthink or complacency.
💡 What a CEO needs from a NED:
The ability to push back on decisions with insight rather than opinion.
Encouragement to take calculated risks, rather than defaulting to caution.
Real-world experience—someone who has been in their shoes and understands the pressures of scaling a business.
✅ Example: At GrowthBox, having working with more than 500 SME clients, it is clear that businesses that embraced challenge at owner / founder / board level scaled faster than those that avoided difficult conversations.
5. Support through funding & investment rounds
Many scaling businesses reach a stage where they need funding to take the next big leap.
Yet, many founders lack the experience or confidence to navigate investor relations, due diligence, and pitching effectively. A strong NED with experience in funding rounds can be instrumental in securing the right investment at the right time.
💡 What a CEO needs from a NED:
Guidance on funding strategies—when to raise, how much to raise, and from whom.
Support in preparing (and in my case, helping deliver) investor pitches and refining the business case for growth.
A bridge between the executive team and investors, ensuring expectations are aligned.
✅ Example: One business I worked with had a great product but seriously struggled to articulate its market potential to investors (or customers for that matter). By refining the messaging and aligning the commercial strategy with investment and growth goals, the business successfully raised funding to scale internationally.
Final thought: the right NED is a growth partner
A great Non-Executive Director isn’t just there to govern, and, in fact, I personally like getting my hands dirty where I can help accelerate things - they’re there to guide, challenge, and enable growth.
If you’re a CEO or founder looking to scale, the right NED should:
✅ Bring commercial and strategic expertise beyond just compliance.
✅ Provide an objective, big-picture perspective.
✅ Leverage networks to open doors and create new opportunities.
✅ Challenge constructively, pushing the business toward better decisions.
✅ Where needed, help navigate funding rounds and investor relations.
The best boards don’t just ensure stability—they drive growth. If your board isn’t helping you scale, it might be time to make sure you have all the right seats filled.
💬 What’s the most valuable thing a Non-Executive Director has brought to your business? I’d be interested in your comments.
