Key lessons from Sarah Pierman, Founder of Dynamic Boards, in conversation with Gareth Helm for Nexters / Sideminds
This article summarises a Nexters / Sideminds discussion with Sarah Pierman on Non-Executive Director roles, board advisory work, public appointments, NED CVs, trustee roles, board training and the realities of building a portfolio career. It is a practical summary of the conversation, not legal advice.
Executive summary
Sarah Pierman’s central message was both encouraging and cautionary. Becoming a Non-Executive Director can be intellectually stimulating, career-enhancing and deeply useful, but it should not be treated as a low-effort route to replacing a senior executive income. NED roles carry real responsibility, legal accountability and time commitment.
For senior executives exploring board work, the route in is rarely a single course or a generic board CV. It is a combination of relevant experience, clear positioning, governance understanding, due diligence and an ability to show that you can contribute strategically without becoming operational.
“It's not a get-rich-quick scheme.”
Top takeaways
- A NED is a legal director. You are part of the collective responsibility for governance, strategy and decisions.
- A board advisor is different. They should advise and challenge, but not be part of formal decision-making.
- Due diligence matters. The best decision may be the board role you decline.
- Do not assume NED work will quickly replace executive income. Highly paid board roles are competitive and require very specific backgrounds.
- NED training can help once you are in role, but it will not, by itself, get you appointed.
- Avoid organisations promising paid board seats or guaranteed NED roles.
- Trustee, charity and school governor roles can provide serious governance experience if you treat them seriously.
- A first NED CV needs to show board readiness, not just executive achievement.
- Good NEDs are “nose in, hands out”: curious, strategic and challenging, but not operational.
- Dynamic Boards makes NED and trustee opportunities visible for free, including public appointment roles.
About Sarah Pierman and Dynamic Boards
Sarah Pierman founded Dynamic Boards after seeing how closed, elitist and narrow parts of the board market could be. Her early exposure to NED work showed her that boards needed a broader mix of backgrounds: not only finance, not only retired executives, not only the same networks, and not only people who looked or thought the same.
“Boards need a really good mix of people.”
Dynamic Boards was created to open up access to board roles and make the market easier to navigate. Sarah described the original purpose as still being at the heart of the business: advertising Non-Executive Director roles for free and making it free for people to sign up and view opportunities.
“We advertise non-executive director roles for free.”
Dynamic Boards now covers a wide range of board opportunities, including NED roles, trustee roles and public appointments. Sarah also explained that the platform is developing training, but with a clear philosophy: training should help people perform better in board roles, not be sold as a magic ticket to becoming a NED.
What Dynamic Boards offers (further details later)
- Free access to advertised NED roles: candidates do not need to pay to view roles on the platform.
- Trustee and charity board roles: Sarah noted that Dynamic Boards is doing more in the trustee market as well.
- Public appointments: Dynamic Boards includes public appointment roles, alongside the official public appointments website.
- Practical content and community: Sarah referenced blogs and candidate resources, including guidance on NED CVs and legal issues.
- Courses in development: Dynamic Boards is developing board training, starting with a chair course and with NED and trustee courses planned afterwards.
Key points
1. NED versus board advisor: be clear what role you are taking
Sarah drew a firm distinction between being a Non-Executive Director and being a board advisor. A NED is a formal legal director of the company. The board is collectively responsible for governance, strategy and decisions. A board advisor can advise and contribute to thinking, but should not be part of formal board decision-making.
“You are on the hook.”
This distinction is especially important in smaller private companies and family-owned businesses, where owners may want advice without giving up formal control. Sarah warned that advisors need to avoid becoming “shadow directors” by behaving like directors while not formally holding the role.
- If you are a NED, you have legal responsibility and authority to challenge.
- If you are a board advisor, make sure the role is clearly documented and that you are not part of formal decisions.
- Do not allow a business to call you a NED if it does not intend to appoint you as a director.
2. Legal responsibility and due diligence
One of the strongest themes was legal accountability. Sarah emphasised that directors may be judged not only on what they knew, but on what a director in their position ought to have known or asked. This places a significant responsibility on anyone accepting a NED role.
“[You] ought to know.”
Before accepting a board role, Sarah advised candidates to take due diligence seriously. They should understand what they are signing up for, review the service agreement, check the organisation has directors’ and officers’ liability insurance, and understand the role, expectations, risks and governance quality.
“One of the best decisions of my career was the board role I didn’t take.”
Sarah shared an example of declining a well-paid peer-to-peer lending board role after becoming uncomfortable with the organisation’s communication of risk to retail investors. Her point was clear: prestige and pay are not enough if the role does not stack up ethically, commercially or legally.
Due diligence questions before accepting a NED role
- Am I being appointed as a legal director, a board advisor, a trustee, a governor, an investor director or a consultant?
- What are the formal duties, liabilities and expectations?
- Does the organisation have directors’ and officers’ liability insurance, including suitable run-off cover?
- What does the service agreement say about responsibilities, time, fees, conflicts and termination?
- What is the organisation’s financial position, risk profile and governance maturity?
- Who is on the board and what is the quality of challenge and decision-making?
- Are there conflicts of interest between shareholders, investors, founders, executives and the company?
- Would I be comfortable being publicly associated with this organisation if things became difficult?
3. Why become a NED?
For senior executives, a board role can provide strategic breadth, governance experience, decision-making exposure, network growth and a new source of intellectual stimulation.
“I think you need to have your eyes open about the liabilities, but it’s so fun.”
Sarah said NED work can be like a “free MBA” because it forces executives to engage with the whole organisation: finance, people, HR, compliance, regulation, strategy and risk. For someone who wants to move from a functional leadership role into a CEO role, a NED role can provide evidence of broader commercial understanding.
“Becoming a NED is like doing a free MBA.”
A NED role can also be a way to add stimulation alongside an existing executive job without making a full career move. It can broaden perspective and help someone contribute to another organisation’s mission or governance.
4. It is not a get-rich-quick scheme
Sarah was direct about unrealistic expectations. Some senior executives imagine that three well-paid FTSE roles could replace a full-time executive salary while leaving plenty of free time. In reality, those roles are highly competitive and usually require very specific backgrounds, listed-company experience, strong networks and a proven board track record.
“It’s not a get-rich-quick scheme.”
Many NED roles pay much less than FTSE board roles, and trustee or school governor roles are unpaid. Sarah warned against making a dramatic leap from a full-time role into NED work before understanding how the portfolio will realistically build.
She also warned against cramming a portfolio with too many board roles. A role described as two days a month can become far more demanding if the organisation enters difficulty, the chair leaves or the board requires urgent attention.
5. The first-time NED challenge: prove you understand non-executive work
Sarah named the number one mistake made by aspiring NEDs: they do not appreciate how to be non-executive. Boards need confidence that a successful executive will not simply start operating the business from the boardroom.
“The number one mistake that people make is they don’t appreciate how to be non-executive.”
Candidates need to show that they can stand back, think strategically, ask strong questions, challenge constructively and understand governance. They should demonstrate that they know the difference between helping shape the direction and running the work themselves.
“Nose in, hands out.”
This means being curious and close enough to understand the issues, but keeping hands out of day-to-day execution. Sarah acknowledged that small organisations can blur these boundaries, but stressed the need to understand what role is actually being asked of you.
6. How to position yourself for a first NED role
Sarah’s advice was to move beyond generic claims and show specific relevance. Candidates should research the organisation, its stakeholders, the existing board and the moment the business is in. The application should explain why the candidate’s experience fits this board now.
- Show you understand governance and the non-executive role.
- Translate executive experience into board value: judgement, strategic perspective, risk awareness and pattern recognition.
- Research the organisation deeply and show genuine interest.
- Look at the existing board and identify what capability or perspective you would add.
- Avoid arrogance. Seniority alone does not make someone a “slam dunk”.
- Do not use a generic CV or application letter. Tailor it to the board’s actual needs.
“They don’t want someone who just wants a NED role.”
Sarah mentioned that recruiters had seen very senior candidates spell an organisation’s name incorrectly or barely discuss the organisation at all. Her point was that curiosity, preparation and humility matter.
7. Beware bogus NED training and paid board-seat promises
Sarah was particularly clear on the risks around expensive NED training schemes and organisations that promise access to board roles. She described “sharks” in the market and warned people not to be taken in by claims that sound too good to be true.
“There are sharks out there, don’t be bitten.”
One example involved a UK-based candidate who paid £3,000 to an organisation that guaranteed a board seat. He ended up on the board of a business based in Uganda, alongside other UK candidates from the same organisation, all of whom were also new to non-executive work. Sarah’s view was that this did not set him up for success.
Her advice was not that all training is bad. Rather, do not expect a course to get you a NED role. Training can be valuable once you are in role, because it can help you understand the responsibilities and perform better. But the first appointment depends on experience, relevance, proposition, judgement and networks.
“The training may make you a better NED when you get there, but it’s not going to get you in the door.”
8. Trustee and school governor roles can be excellent preparation
Sarah recommended trustee, charity and school governor roles as helpful ways to build governance experience, provided they are taken seriously and not simply used as a stepping stone to a paid board role.
“Never do a trustee role just as a springboard to get a paid NED role.”
She said that if you care about the organisation and are willing to commit properly, charity and school governance can teach a huge amount. You may learn how to influence without authority, handle difficult stakeholder dynamics and contribute to governance in a serious context.
“If you can make it work with [school or charity] volunteers, you can make it work with anyone.”
Sarah also agreed with the point that school governor roles can provide strong governance learning. The challenge is that candidates often fail to articulate the value of that experience. They need to translate it into board-relevant language: assets, stakeholders, risk, governance, dynamics, decision-making and accountability.
9. Marketing, customer and commercial skills belong on boards
A recurring Sideminds-relevant point was that boards need more than finance backgrounds. Sarah’s own motivation for starting Dynamic Boards came from seeing boards that were too narrow and did not include enough people from different disciplines, backgrounds and ways of thinking.
“They need people who think differently, people who are techie, people who are marketing, people who bring different backgrounds.”
For senior marketing, customer, digital, growth and commercial leaders, this is important. Boards often make strategic decisions about growth, reputation, customers, awareness, communications and stakeholder behaviour. Those are areas where marketing and customer leaders can bring valuable board perspective.
10. Startups, SMEs and investor boards: understand the governance model
Sarah was cautious about applying a single board model to every organisation. Startups and SMEs may not need a formal board at the earliest stage; they may need advice, accountability, introductions, investor oversight or specific expertise. The important thing is to be clear about what the organisation is really asking for.
In smaller organisations, NED roles can drift into quasi-consulting work. If you are a legal director, doing consulting work for the same organisation can become murky. Candidates should clarify whether the role is governance, advisory, consulting, investor representation or operational support.
“Make sure you understand what it is they’re looking for.”
11. Public appointments: a serious alternative route
Public appointments can be an important part of the NED market. Sarah explained that public bodies and arm’s-length organisations often have independent board members who are effectively non-executives. Dynamic Boards includes these roles, and candidates can also use the public appointments website.
Sarah noted that public appointments can take a long time and involve heavy governance and scrutiny. A candidate may need ministerial approval before joining. But she also saw these roles as strong environments for learning good governance.
“You might need to be signed off by a cabinet minister before you can join.”
Candidates should assess which public bodies fit their background, look at existing board members and decide whether they could operate well with that board group. Large organisations such as Transport for London will be highly competitive, but there are also many smaller public bodies.
12. Board dynamics are under-examined
One audience question explored whether boards spend enough time on team dynamics, psychology and decision-making styles. Sarah’s view was that some work happens, but not enough. Boards may consider visible diversity while missing deeper dynamics such as who challenges, who supports, who is risk-averse and whether the board is genuinely making better decisions.
“Boards are far quicker to think of the gender mix than to think of who’s challenging and who’s supporting the executive.”
For candidates, this is a useful reminder: do not only ask whether you can get the role. Ask whether this is a board where you can do good work, contribute effectively and operate within healthy dynamics.
Practical checklist for aspiring NEDs
- Decide why you want a NED role: learning, contribution, governance, career development, income, purpose or portfolio career.
- Be realistic about income and timescales; do not assume NED roles will quickly replace an executive salary.
- Build board exposure before you need it: advisory boards, trustee roles, school governor roles, investor forums, strategy committees or presenting to boards.
- Translate your executive background into board value. Focus on judgement, risk, strategy, stakeholders and challenge.
- Create a NED-specific CV and LinkedIn profile. Do not simply recycle your executive CV.
- Research each opportunity carefully and explain your fit for that board, not just your general achievements.
- Use Dynamic Boards, public appointments sources, search firms and your network. Many roles still move informally.
- Be sceptical about expensive courses or schemes promising guaranteed board seats.
- Do proper due diligence before accepting. Check role clarity, liabilities, D&O insurance, governance quality and board dynamics.
- Remember “nose in, hands out”: contribute at the right level.
Useful questions raised in the session
- What is the difference between a NED and a board advisor?
- How much legal liability does a NED really take on?
- What due diligence should you do before joining a board?
- Is becoming a NED a realistic way to replace executive income?
- How many board roles is too many?
- What should a first-time NED CV include?
- Are paid NED courses worth it?
- How can Dynamic Boards help people find roles for free?
- What is the role of public appointments in building board experience?
- How valuable is a trustee or school governor role?
- How do you translate school governor experience into commercial board language?
- How do marketing and customer skills add value in the boardroom?
- When should startups create formal boards rather than advisory groups?
- How should boards think about investor-director conflicts?
- Why do boards spend too little time on team dynamics and decision-making psychology?
Selected quotes from Sarah Pierman
“It’s not a get-rich-quick scheme.”
“One of the best decisions of my career was the board role I didn’t take.”
“There are sharks out there, don’t be bitten.”
“You don’t need to go on a course to become a NED.”
“No one brings someone onto a board because of the [NED] training they’ve done.”
“Never do a trustee role just as a springboard to get a paid NED role.”
“There is not one way to chair. There is not one way to be a non-exec.”
“Nose in, hands out.”
“They need people who think differently.”
Dynamic Boards and public appointments
One audience question focused on public appointments. Sarah confirmed that these are Non-Executive Director roles too, often in government bodies or arm’s-length organisations. Examples ranged from large organisations such as Transport for London to smaller, less obvious public bodies.
Sarah said Dynamic Boards had advertised 1,255 public appointment roles over more than six years. She also noted that these roles can be slower than private-sector appointments, sometimes taking many months, with heavier governance and ministerial sign-off. However, she also saw them as good places to learn governance.
“They are good governance, so they are a really great place to learn from.”
Dynamic Boards courses: useful training, not a magic ticket
Sarah was careful to separate useful board training from the promise that a course can “make” someone a NED. She said she is conflicted as a salesperson because Dynamic Boards is developing courses, but she does not believe people need to complete a course before becoming a NED.
Her view was that candidates need relevant career experience, a clear proposition and the ability to articulate how they will add value. Training becomes more useful once someone is in role, because being an effective NED or chair is different from being an executive.
“You don’t need to go on a course to become a NED.”
“No one brings someone onto a board because of the [NED] training they’ve done.”
At the time of the conversation, Dynamic Boards was preparing to launch a chair course. Sarah described it as a practical course, not simply a theory course or a governance rulebook. Dynamic Boards had interviewed 20 chairs, asking 55 questions, to draw out real experiences of becoming and being a chair.
The course is designed to show that there is not a single perfect way to chair a board. The value comes from hearing different chairs describe what was difficult, what they had to learn and how they approached the role in practice.
“There is not one way to chair. There is not one way to be a non-exec.”
Sarah said the chair course was planned first because, in her words, there is “no point fixing all the NEDs if you don’t fix the chair first”. Dynamic Boards was also hoping to develop NED and trustee courses afterwards.
Final reflection
The session offered a realistic and useful view of NED work. Board roles can be a powerful part of a senior executive’s next chapter, but only when approached with humility, preparation and proper due diligence. The opportunity is not simply to collect board titles. It is to contribute judgement, challenge, perspective and governance at the right level.
For the Sideminds and Nexters community, the practical message is clear: start early, understand the market, build credible evidence, articulate your value, take trustee or governor roles seriously, use platforms such as Dynamic Boards, and be very clear about the difference between executive achievement and non-executive contribution.