Board Mandates
Ongoing mandate
A seat at board level, from early stage to family-owned groups.
- Length
- Ongoing mandate
- Languages
- English, French, Dutch
- Where
- Brussels, or wherever you are
- Fees
- On request
I sit on the boards of private companies, young ones and established ones, family-owned and not.
After close to two decades in senior roles, a seat on the board of UBS Belgium, a regulated bank, and board mandates in private companies since, what I bring is simple: clear judgement, straight talk, and a feel for where strategy meets the day-to-day. On a board, I tend to be the one who says the thing everyone else is dancing around, with the numbers behind it. Recent and current: board seats at Manhattn’s and at a B2B sports hospitality and events company, both on four-year growth plans.
Transactions run through a lot of this work. I prepared and ran the sale of a 50-store retailer to a listed group without external M&A advisors. Years earlier, as the general manager of the company being acquired, I led the integration with Danone’s CEO over the five months that followed, keeping 95% of the team. Most advisors have seen one side of that.
What it involves
- Private companies, early stage through to mature
- Strategy, culture, governance and accountability
- For-profit and non-profit mandates
- Family-owned businesses: siblings as co-shareholders, family governance, generational transitions
- Earlier: the board of UBS Belgium and of Febelfin, the Belgian banking federation
- Recent: sell-side, 50-store retailer to a listed group
“An exceptional ability to move seamlessly between the strategic and the deeply human dimensions of an organisation.”
Arthur LhoistChief Impact Officer, TeroLet’s talk.
Tell me where the company stands and what’s on your mind. Three lines is enough, I’ll read all of them. If it’s not a fit, I’ll say so, and I’ll usually know someone who is.
- menno@grwr.co
- Menno Dellisse
- Location
- Based in Brussels · Working globally