We regularly work with investors, founders, and non-executive directors across Yorkshire to shape leadership teams that drive businesses forward. What we see time and again is that board-building is often treated as a reaction, something to be addressed when a transaction or fundraising round appears on the horizon.

But the best leaders do not wait. They build boards that are ready for exit long before the market, investors, or opportunities demand it.

Because markets shift, opportunities appear without warning. Scrutiny can arrive overnight. In those moments, the quality of your board and leadership team can make or break your options.

Does Your Board Provide Strategic Oversight - or Just Loyalty?

Founder-friendly boards that “have your back” are valuable but eventually, every business outgrows them. As a company matures, the board must reflect the complexity of the vision, not just the loyalty of its members.

That means bringing in independent directors with real-world expertise: M&A, public markets, governance, industry transformation.

A truly strategic board will:

• Bring diverse skills, perspectives, and experiences
• Maintain clear governance with dedicated committees (audit, risk, remuneration)
• Signal long-term strength and credibility to investors, buyers, and partners

If due diligence started tomorrow, would your board inspire confidence or raise concerns?

Expert Insight — Martin Athey, Partner (Transaction Services / Due Diligence) at Translink Corporate Finance UK

“Any acquisition or investment process will involve some level of due diligence - from informal and light touch to comprehensive assessments led by external advisors.

It’s critical that the information presented hangs together to avoid alarm bells ringing, be it financial, legal, or any other area of the business. Gaps, inconsistencies or inaccuracies can trigger delays in the deal timetable as additional work is performed to get comfortable around what the actual position is. Worse still, if it’s found the business isn’t what it was initially understood to be, this could result in renegotiations or even cause the deal to collapse.

A well-regarded CFO who runs a tight financial operation not only instils confidence in the numbers, but also demonstrates the business has strong financial foundations that support sound operational, commercial, and strategic decision-making. This kind of leadership signals to investors that the business is well-managed, forward thinking and resilient.”

Is Your Leadership Team Built to Scale or Built to Start?

Founding teams are lean, committed, and creative. But scaling requires depth, succession planning, and specialist expertise. Without them, growth stalls.

Red flags we see regularly include:

• C-level functions stretched too thin, or missing entirely
• Founders wearing too many operational hats
• Lack of experience in integration, transformation, or scaling

This is why we conduct leadership audits as part of executive search. The key is to identify who can lead the next stage of growth and where you must strengthen the team.

Expert Insight — Martin Athey

“Investing in a high-quality Board of Directors is one of the important pieces of the jigsaw in preparing for a successful exit. A strong board shows maturity and professionalism to potential investors, in driving strategy, providing operational oversight, and enhancing governance - all of which will contribute to the success and growth of the business; increasing the number of interested parties, uplifting valuation, and maximising the likelihood of getting a deal across the line.”

Professionalising Without Losing Agility

Growth brings complexity. The challenge is to add structure and governance without suffocating innovation.

Healthy scaling looks like this:

• KPIs aligned to strategy, not vanity metrics
• Decision-making frameworks balancing agility with accountability
• Audit readiness – no matter what size or ownership

Investors and partners do not expect perfection, but they do expect maturity and visibility.

Why Deal-Readiness Matters (Even If You are Not Selling)

Unsolicited acquisition offers. Strategic investors knocking. Sudden capital needs. Any of these could put your business under the microscope fast.

Being deal-ready is not about putting up a “for sale” sign. It is about ensuring you can:

• Respond decisively to high-stakes opportunities
• Withstand sudden shocks
• Present a compelling leadership and governance story at any time

Final Thought: Great Boards Build Great Businesses

Strengthening your board is not just about preparing for an exit. It is about future-proofing your company.

Every appointment you make should close today’s gaps and anticipate tomorrow’s challenges. That is the real difference between simply hiring and building leadership.

Expert Insight — Martin Athey

“Importantly, building the right board early is not just about preparing for a transaction - the benefits will be seen well in advance of any deal. Boards help shape the long-term direction of the business, develop efficient and scalable systems and processes, and provide the experience needed to drive growth and navigate complexity; maximising business opportunity and becoming even more desirable to investors.”