Why Board Members Need a Brilliant Elevator Pitch (Hint: It’s More Critical Than You Think)
At a recent BNI breakfast, I found myself in a room with about 45 business professionals. Each stood up, delivered their elevator pitch, and in just a minute or two, clearly explained who they were, what they did, and the type of client they were looking for. It was polished, confident, and compelling.
It got me thinking: when was the last time board members, or those aspiring to join a board, refreshed their own pitch? Your elevator pitch is not just for job seekers or salespeople. For a board director, it’s how you step into the room, establish credibility, and open the door to governance opportunities. A well-crafted pitch makes you memorable for all the right reasons.
Why a Board-Level Elevator Pitch Is Different
For a founder, an elevator pitch is about the product. For a board director, it’s about positioning yourself as a strategic asset, someone who brings governance insight, industry knowledge, networks, and the capacity to add value from day one.
The Australian Institute of Company Directors (AICD) highlights that board members must be able to clearly communicate their role, impact, and value to stakeholders, not just inside the boardroom, but in public and professional settings (aicd.com.au).
And as SmartCompany points out, brevity is critical, 20–30 seconds to explain what you do, your impact, and your aspiration is far more powerful than a meandering biography (smartcompany.com.au).
The Networking Reality for Directors
Board roles are rarely advertised. They come from networks, conversations, and chance encounters at breakfasts like BNI, conferences, industry events, or introductions over coffee. Your pitch is the bridge between meeting someone and being considered for an opportunity.
The best directors are nimble enough to adapt their pitch depending on the audience. The way you present yourself to a startup founder will differ from how you position yourself to a listed company chair or a not-for-profit CEO.
A Five-Step Board Elevator Pitch Framework
Here’s the expanded structure I recommend for both current and aspiring board members:
1. Identity + Core Role
Lead with who you are and the governance space you operate in. Example: “I’m Kylie Hammond, CEO of Tiger Boards. I specialise in building high-calibre boards for growth-focused companies and advising directors on portfolio strategy.”
2. Relevant Expertise
Select one or two points that make you valuable in the board context, industry experience, governance leadership, capital raising, risk oversight, etc. Example: “Over the last decade I’ve helped founders navigate the transition from founder-led governance to investor-ready boards, while scaling revenue and capability.”
3. Unique Governance Edge
This is where you stand out. It might be a sector specialisation, turnaround expertise, or experience with ESG oversight. Example: “I’ve served on technology and NFP boards, bringing a focus on balancing nimbleness with robust risk management.”
4. Proof Point or Impact
One concise example that demonstrates credibility, ideally quantifiable. Example: “One board I joined improved stakeholder engagement scores by 40% within 18 months, unlocking new funding streams.”
5. Call to Action or Next Step
Leave the door open for follow-up. Example: “If you’re exploring how to strengthen your board’s capability for the next growth phase, I’d be happy to share what’s working across industries.”
Tailoring for Different Environments
Your pitch should flex depending on the context:
- Networking breakfasts: Keep it conversational but purposeful. Drop in a strong impact statement to pique interest.
- Conferences: Cut to your unique edge quickly; you may only have 15–20 seconds.
- Board recruitment settings: Use the full structure, focus on governance credentials, and link directly to the organisation’s challenges or opportunities.
- Casual introductions: Keep it light, but make sure the listener leaves knowing exactly what you bring.
Common Mistakes to Avoid
- Using one pitch for every occasion – Your audience changes, so should your language and emphasis.
- Focusing too much on your past – Board conversations are forward-looking; link your experience to what’s next.
- Overloading with detail – Too much information dilutes your core message.
- Sounding generic – Avoid clichés; be specific about your governance value.
Why It Matters Now
As we move into the final stretch of the year, networking events ramp up. It’s a prime time to connect with chairs, NEDs, and senior executives who can influence board appointments. The right elevator pitch can turn a brief introduction into a meaningful opportunity.
Good governance is built on the right people. The right people get noticed when they can articulate their value clearly, concisely, and confidently.
Final Word: Boardrooms demand substance and presence. A well-crafted elevator pitch delivers both. It’s not just about “selling yourself”, it’s about ensuring the right people understand the strategic value you bring, so when the next opportunity comes, you’re top of mind.
