Bringing startup expertise to the boardroom
Maria Kingโs governance career has focused on supporting and building innovative new businesses, so when she undertook the Institute of Directorsโ Advanced Directors Course (ADC), she was delighted to see a section on startup governance included.
โThat was fabulous,โ says King, who has 26 yearsโ experience in the complex health, science and technology sectors.
โWeโre all continuously learning, and the ADC provided a wonderful opportunity to hear multiple perspectives on relevant topics and to see how I could adapt to better my practice to add more value.โ
The ADC was created for skilled directors as progression after completing IoDโs Company Directorโ Course (CDC).
The immersive three-and-a-half-day programme is based around three key themes – board leadership, cultural intelligence and climate awareness. Each day focusses on a different facet of being a director – you, your board and practical governance.
Tauranga-based Kingโs current governance roles include chairing the boards of MyNoke, the worldโs largest industrial worm farming operation, StandTall, a charitable trust intentionally set up to support youth entrepreneurship and Starboard Maritime Intelligence. Starboardโs maritime domain awareness software is used globally to monitor national waters and tackle illegal fishing, trans-national crime, prevent biosecurity outbreaks and protect at-sea assets.
The company is growing rapidly and has attracted $5 million in seed funding to accelerate international market expansion. Recently, NZ Defence awarded Starboard a contract to improve NZโs maritime awareness with immediate use across multiple government agencies.
King has a Bachelor of Science degree and a Masters in Audiology and founded her own audiology business in 2004.
Alongside that, she provided strategic advisory and founder coaching whilst serving on the executive committee of the NZ Audiological Society and the NZ Kindergartens Board. In 2013, she sold her business and decided to get โmore involved in governanceโ.
โEntrepreneurial organisations where thereโs a new science or technology play and a genuine intention to positively impact people and planet are interesting to me,โ she says.
โIf it has that beautiful mix, alongside growing and scaling opportunities, then Iโm happy. Itโs hard work but I find the challenge and fast pace energising and Iโm not daunted by uncertainty or complexity. I just want to unlock potential and support success.โ
King says many participants on the ADC course had taken different paths into governance.
โMany were from corporate backgrounds, whereas I came from the angle of working in the startup space. One of our cohort told me, โyouโre fascinating, you think differently from anyone else Iโve metโ.โ
King says those whoโd had little exposure to startups had a new-found appreciation for them after working through the relevant scenarios.
โOur way of thinking is shaped by our experiences. I hope the entrepreneurial perspectives the ADC provided sticks with people. Founders, by necessity, across all the facets of their business and those who govern early-stage businesses, are often entrepreneurial generalists and do think differently. Youโre adept at pulling disparate pieces of the puzzle together into something coherent and purposeful.
โOn a personal level, the ADC has clarified how my skills could be beneficial in different governance environments.
โIโm yet to see a board composition matrix for more mature entities that includes โstartup board experienceโ but I do believe the entrepreneurial mindset and experiences would be valuable, especially now as companies strive to innovate more effectively in the face of rapid change.
โIt would be interesting to see how that innovative approach would contribute to the flavour of discussions and to decision-making in corporate governance settings.โ
Each ADC cohort is selected via the application process to ensure the right mix of skill sets and experience to create a strong and vibrant learning experience.
Most participants will be IoD Chartered Members with at least three yearsโ board experience, have already undertaken the CDC, or an international equivalent, and held positions on multiple boards of qualifying organisations for at least five years.
The programme is facilitated by a team of highly experienced directors who share their experiences, facilitate discussions and work through challenging board scenarios. The curriculum is tailored to suit the skill set, experiences and sectors of each cohort.
โIt felt like a well curated blend of exceptional people,โ says King. โEvery ADC is different because so much of the learning is generated by the experiences of those present.
โI like attending things that make you pause and contemplate. The way the course is crafted meant there were many moments where I was thinking โthatโs a different way of framing itโ and it was fascinating to observe and hear how others were interpreting things.
โI deeply appreciated the immediate high level of trust across the group and how willing people were to openly share their experiences. I enjoyed the blend of small vs larger group conversations and I liked that longer-term accountability was baked into the process.
โItโs not a one and done. The insights are permeating my work ongoing and the expanded network has already opened the door for a number of business opportunities. Would I attend another ADC which focussed on other topics? Absolutely!โ
Listen to Board Matters Season 3, Episode 2 to hear more from Maria King. Subscribe on Apple podcasts, Spotify, iHeart Radio or wherever you get your podcasts.
