Megan is the former CEO at theBoardlist, a mission-driven talent marketplace for diverse leaders to be recommended and discovered for board and executive opportunities. Prior to theBoardlist, Megan led Global Operations at VC-backed ecommerce marketplace, Tophatter. During her 8 years there, she helped scale the company from Seed to Series C, and built a thriving $200M+ sales and sourcing hub in China, establishing multiple international offices. With over a decade of working at startups & marketplaces, Megan has overseen growth & scaling, and has expansive cross-cultural leadership experience.
For many executives, joining a board represents both a career milestone and an opportunity to shape the future of business. In our recent Masterclass, Megan Wang, COO of BoardProspects and former CEO of The Boardlist, shared thoughtful guidance on how to prepare for this next chapter. Her advice highlighted not only the evolving responsibilities of directors but also the practical steps leaders can take to stand out in a competitive search.
Board service is no longer a ceremonial role. Megan reminded us that directors today are expected to weigh in on issues that extend beyond financial oversight, including human capital management, sustainability, digital transformation, and AI. While women now hold close to 30 percent of Russell 3000 board seats, progress has slowed in recent years. The message is clear: boards are looking for leaders who bring contemporary expertise and the agility to guide companies through rapid change.
The most compelling board candidates can articulate in a sentence why a CEO would call them for guidance. Megan encouraged executives to take the time to define this personal value proposition, which should reflect both professional strengths and the strategic needs of the companies they hope to serve. Done well, it becomes a north star for conversations and an anchor for your board bio.
A resume is a record of roles, but a board bio is a narrative of expertise. Megan explained that this one page document should highlight three areas where you are among the best in your field, supported by relevant career milestones and leadership experience. Written in the third person and designed for quick review, it helps boards immediately see where your skills align with their needs.
Many leaders wonder whether nonprofit board service is enough to open the door to paid positions. Megan was candid that not all experience translates directly, though national nonprofits with complex governance can provide strong parallels. Advisory boards at for profit companies, particularly in the early or growth stage, are often a more direct stepping stone. What matters most is demonstrating oversight of budgets and strategy, rather than simply showing a passion for the mission.
Securing a board seat takes time, often months or even years, which is why Megan emphasized the importance of visibility. She advised reviewing existing networks for board relevance, expanding connections in target industries, and being explicit about your interest in serving. Public company skills matrices, which map directors’ expertise against corporate strategy, can also be invaluable resources. By studying these, candidates can anticipate the gaps boards are trying to fill and tailor their own positioning accordingly.
Positioning yourself for board service is a long term process that requires clarity, credibility, and connection. As Megan noted, boards are unlikely to do the work of connecting the dots on your behalf. The executives who succeed are those who articulate their value with precision, build experiences that translate, and make their ambitions known. In doing so, they not only prepare themselves for meaningful board roles but also help shape the organizations that will define the future.
