This story is based on Sheila Bangalore’s appearance on the Executive Session podcast.
Not every board seat is a match made in governance heaven. For private company directors navigating board composition or evaluating new appointments, the insights of Sheila Bangalore offer a powerful reminder: skillset, strategy and culture must align for directors to add real value.
Bangalore, a director at StoneAge Waterblast Tools and advisory board member for Games Global, emphasizes the importance of approaching board roles with clarity, humility and strategic intent. “There are only so many seats at the table,” Bangalore says. “Each one should serve a specific purpose tied to the company’s long-term strategy.”
For prospective board members, that means doing their homework. Bangalore advises evaluating the company’s strategic direction and assessing whether one’s background — be it in IPO readiness, growth strategy, capital markets or risk management — matches the needs of the board. “The onus is on the individual to say, ‘Yes, I have the skillset to contribute over the long term,’ or ‘No, this isn’t the right fit for me.’”
But fit isn’t just about functional expertise. Culture, says Bangalore, can make or break the experience. She recalls a recent onboarding experience where she was invited to observe a board meeting before formally joining. “That made all the difference,” she notes. “It gave me a firsthand view of how the board tackled tough issues, how disagreements were handled and how members interacted when the doors were closed.”
This experience, which Bangalore now champions as a best practice, helped solidify her decision to join. It also informed her broader philosophy: prospective directors should seek opportunities to witness board dynamics in action — just as boards should invite such transparency. “You want to know if the boardroom environment will empower you to contribute meaningfully,” she says.
For private companies — where governance structures may be more flexible or less formalized than their public counterparts — this type of cultural diligence is especially valuable. Board chemistry can be more intimate, and the absence of institutional protocols means the stakes of a poor fit may be higher.
Bangalore also highlights the reciprocal role of existing board members in ensuring alignment. “It’s their responsibility, too, to know what skill sets are missing around the table and how to fill those gaps with people who can support the company’s strategic trajectory.”
This mutual due diligence — board evaluating candidate, candidate evaluating board — is key to long-term success, says Bangalore. “These aren’t short-term roles. If you want to have impact, you need the tools and the setting to thrive.”
Her message to private company directors? Be intentional. Whether recruiting or being recruited, the process should go beyond resumes and checkboxes. Seek clarity on culture. Insist on strategic alignment. And don’t be afraid to walk away — or point someone else toward the seat — if the fit isn’t there.
It’s that kind of foresight, says Bangalore, that turns good boards into great ones.