Oct 17 2024 24 mins
Most Directors serve on boards in one or two countries. The argument often is that one Most Directors serve on boards in one or two countries. The argument often is that one has to understand the legal requirements and the cultural context. Is this the only way in our connected world?
In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, reflects with Christof Kutscher about his experience serving on boards in 20 countries on five continents.
Christof holds multiple key positions in the financial industry. He is Chair of the Board of Directors at Bergos Private Bank and a board member of Carmignac Gestion, Indeez, and Gnothis Holding SA. He was CEO and Chair of Climate Asset Management. Christof has also held leadership roles at prominent firms such as UBS Global Asset Management and AXA Investment Managers.
“Well, I didn't start on five continents…”
Christof’s board career began in Switzerland and expanded across multiple continents over time. While his experience of serving on boards in different countries and cultures has been intellectually stimulating, he emphasises that the real differences in board dynamics often stem from the type of company rather than geography. His extensive international experience has enabled him to navigate these complexities and add value to companies around the world.
“I said, ‘No, I'm not looking for a job’”
Christof explains how his global board career started with some ex officio roles. As a senior manager in a large global bank, his work naturally extended across many countries. Initially, he served on country boards in Europe, but as the bank expanded, he joined boards in Asia Pacific and joint ventures around the world. He says this was invaluable training, offering deep cultural insights and a firsthand understanding of how different countries approach board governance. This varied exposure shaped his ability to adapt and thrive in various cultural settings.
“I typically don't steal the money, and I'm culturally adaptable”
When asked how he initiated and developed his global network, Christof emphasises that it’s all about trust and delivering more than expected. He explains that board roles are heavily trust-driven, and having a solid reputation without any risky experiences in your background is key to gaining and maintaining that trust. While he continues to receive invitations to join boards from headhunters, he feels that his reputation for integrity and cultural adaptability often opens the door.
“I love the deep dive to understand the company, the industry, the strategy”
Christof applies strict criteria when evaluating board roles, often recognising whether a position will be a good fit early. He emphasises assessing whether the role aligns with his values before committing. Christof explains that he has never wanted to be a decoration rather than a real contributor.
The three top takeaways from our conversation for effective directors and boards are:
1. Avoid boards with people with egos so high that the board cannot operate. Individuals may be influential, incredibly smart, and experienced, but they must ensure their ego does not get in their way to help the company.
2. Make sure that the board is doing what it's supposed to do. It's about strategy, setting, compensation of senior management, risk management and liabilities, so all the regulatory stuff. You can have the best director insurance on the planet, but you will run into trouble if you don't do that properly.
3. After you are on the board for six months or so, decide if you can really contribute to the board or whether to get out early rather than wasting your time but move quickly.