As we ramp up for The Private Company Governance Summit 2026, which will take place June 10-12 in Washington, D.C., we are speaking to our panelists to get a bit of insight on the topics they will be discussing at the event. Today, we speak with Julie Gilbert, director of Telestream, about the subject matter of “Landing the Board Seat You Want,” the pre-conference session she will be participating in at PCGS 2026.
Private Company Director: What do you think are one or two of the most important things a director can do to put themselves in position to earn a private company board seat they want? What will get them in the door?
Gilbert: From my experience, one of the most important steps a prospective director can take to position themselves for a private company board seat is to develop a clear understanding of the specific value they bring. This requires more than a broad summary of experience. It involves identifying the depth of expertise and distinctive “superpowers” that directly support management, enhance strategic decision-making and strengthen governance. Boards are not seeking generalists. They are seeking directors whose capabilities align closely with the company’s priorities and risk profile.
Equally important is a deliberate focus on relationship-building and board culture. Prospective directors should take the time to understand how a board operates and whether its dynamics reflect genuine collaboration, engagement and a shared commitment to the company’s success and risk oversight. Environments driven by personal or political agendas are best avoided, regardless of the organization’s stature, as they rarely lead to effective governance or a fulfilling board experience.
Gaining entry into a board opportunity requires thoughtful preparation and proactive engagement. Directors should become students of the company, developing a strong grasp of its performance, competitive landscape and future direction. This understanding should be paired with a clear point of view on how their expertise can contribute to the company’s continued success and evolving governance needs.
In parallel, building authentic relationships with the CEO and existing board members is essential. Where appropriate and respectful, aspiring directors can demonstrate their value by offering relevant insights, facilitating meaningful connections or sharing perspectives that reflect a deep understanding of the business. Over time, these actions establish credibility and trust, often the deciding factors in securing a seat at the boardroom table.
To hear more from Julie Gilbert, register today for The Private Company Governance Summit 2026.