Most advisory boards collapse into friendly meetings with no commercial output. The advisors are mates. The agenda is loose. The founder leaves no clearer than they walked in. A Growth Advisory Board is a different instrument. It is built around specific commercial challenges, chaired independently, and held to a written charter.
We design, chair, and run Growth Advisory Boards for B2B businesses that have hit a plateau and need outside thinking they will actually use.
What a Growth Advisory Board does
It pressure-tests the calls that move revenue. Pricing, channel mix, customer concentration, sales productivity, market entry, capital allocation. The agenda is built from your real issues, not generic best practice.
It is advisory, not governance. Members do not carry director duties. They do carry the weight of commercial scars and direct experience.
How we build it
- Charter. A written remit. Scope, decisions in scope, decisions out of scope, term length, succession.
- Composition. Three to five members chosen for skill gaps, not friendship. Independent chair from Seerden Board Partners.
- Cadence. Quarterly meetings. Pre-reads circulated five business days ahead. Action log carried between sessions.
- Outputs. Tracked decisions, owners, dates. Reviewed at every meeting.
What changes
The CEO walks out of every meeting with sharper calls and clearer next steps. Members contribute, not perform. The business has a defensible record of the strategic decisions made and why. Plateaued revenue gets replaced by a written growth thesis the team is executing against.
Why use us
Andrew Seerden has 30 years of B2B commercial leadership at HP, Compaq, and IBM, and over a decade chairing a national charity. The independent chair is the hardest seat to fill well. We bring it as the default, not as an extra.
Engagement
Most engagements run on an annual basis with a fixed quarterly cadence. The first conversation defines whether the format fits your stage and what the charter should cover.
Book a call – or a confidential coffee chat – with Andrew
Thirty minutes. Bring the growth question that is not getting solved inside the executive team. We tell you whether a Growth Advisory Board is the right answer, or something else.