In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Lynn Clarke, an experienced leader in family board governance who has served on more than a dozen family and private equity-backed boards including as an independent chair and lead director.
Lynn is also a strategic advisor and mentor and has served on boards spanning from beverage and food services to e-commerce and manufacturing. Lynn has mentored next generation board members and leaders throughout her career and was named the Private Company Director of the Year by National Association of Corporate Directors in 2022. She also serves as one of three judges for Deloitte’s best managed private company awards program.
Key Takeaways
1. Interviewing for a board role
- With years of experience serving on boards, Lynn advises aspiring board members to carry a passion for the business, its products and what the company does. It’s important to understand why you want to serve on a board, what value you add and what new perspectives you believe you will bring. She advises to make these points clear when you are interviewing for a board seat.
2. New boards vs. existing boards
- Newly formed boards offer a unique opportunity to build the culture, rhythm, and structure of governance from the ground up, but its success is dependent on shareholder(s), who will define the culture of the board and the company. Shareholders set the tone.
3. Knowing when it’s time to leave a board or offboard a member
- Having the self-awareness is key to knowing when it’s time to leave. Lynn suggests asking yourself, “am I still a good fit?” and “do I like what I’m doing on this board?”, “am I
enjoying the discussions at the board meeting?”, “do I feel as though I am
contributing to the growth of the company?” If the answers are no, maybe you need to consider stepping out. - Offboarding a member is one of the challenging aspects of board governance, especially in close-knit or long-tenured groups. It requires direct but respectful conversations from the lead director, board chair, or governance chair.
- Whether a board member is being asked to leave due to performance issues or company changes, Lynn recommends treating it like a celebration and acknowledgement of the person’s service on the board, almost like a retirement.
4. Board evaluations make it easier to provide ongoing feedback
- Even private and early-stage boards benefit from formal assessments. Annual board effectiveness and peer evaluations help surface underlying issues in board dynamics and performance. Peer evaluations can be sensitive for company boards, so Lynn suggests introducing different types of evaluations in parts.
Quotes
“ABARTA Coca-Cola was one of the earliest family-owned businesses to think about independent governance. Three things take a
business from Gen 1 or 2 into 3, 4, 5, 6, and beyond. A majority of independent directors on the board, a high quality strategic plan that is really a living, breathing document and a good family council or an ownership council. Those are the three things that take a business from Gen 1 or 2 into 3, 4, 5, 6, and beyond.”
”I take my commitments to the companies and the families that I work with 100% seriously the same way that I did in running a company or working for a Fortune 50. When you join a board, you are committed to that organization. You’re a fiduciary. Why would you do this unless you really wanted to help make an impact, and the only way you can make an impact is to take what you do seriously.”
”The first thing you need to think about when you’ve been approached about joining a board: can I really make a contribution? I also think passion for the business, the product, the service and what the company does is really important.”
“ It’s important when you’re on a newly formed board to think about what you know from boards that have been around for a while, and how you apply those learnings to help support the formation and the development of the new board.”
“Do I enjoy the conversations? Am I feeling like it’s a good fit?” And no matter how many years you’ve been on the board “do you like what you’re doing?”
Links
Four Key Questions to Ask Yourself
How to Be an Exceptional Director
Board Refreshment — When Is It Time?
Guest Bio
Lynn has extensive experience in family board governance, having served on more than a dozen family and PE boards as Independent Chair/Lead/Director. She also is a Strategic Advisor & Mentor to Family Board Chairs for Vitamix and for a Coca-Cola Bottler. And Lynn has mentored next generation board members & leaders. Her industry experience spans CPG, beverage, food, food service, e-commerce, digital, retail, manufacturing and supply. She currently serves as
an Independent Director on several boards, including Vollrath Manufacturing, Just Born (the PEEPS company), Basic American Foods and Kalsec Global Flavors.
As an executive at PepsiCo, Lynn gained expertise in corporate strategy, operations, manufacturing, brand strategy, marketing and sales. She was named The Private Company Director of the Year by the National Association of Corporate Directors in 2022. Lynn also serves as one of three judges for Deloitte’s Best Managed Private Company program and frequently speaks and writes on effective family business governance.
Transcript:
[00:00:00] Hello and welcome to On Boards a deep dive at what drives business success. I’m Joe Ayoub and I’m here with my co-host Raza Shaikh twice a month. On boards is the place to learn about one of the most critically-important aspects of any company or organization. its board of directors or advisors with a focus on the important issues that are facing boards, company leadership, and stakeholders.
Raza: Joe and I speak with a wide range of guests and talk about what makes a board successful or unsuccessful, what it means to be an effective board member. And how to make your board one of the most valuable assets of your organization.
Joe: Before we introduce our guest, we want to thank the law firm of Nutter McClennen Fish, who are again sponsoring our On Boards summit this year, taking place on Monday. October [00:01:00] 20th again in their beautiful conference center in the Boston Seaport. Nutter has been an incredible partner with us in every way.
We appreciate all they’ve done to support this podcast. Our guest today is Lynn Clarke Lynn has extensive experience at family board including as an independent chair and lead director. She also is a strategic advisor and mentor to family board chairs for Vitamix and for a Coca-Cola bottler, and she has mentored next generation board members and leaders throughout her career.
Raza: Her industry experience spans CPG, beverage, food, food service, e-commerce, digital, retail, manufacturing, supply chain and logistics. As an executive at PepsiCo, Lynn gained functional expertise in corporate strategy, operations, manufacturing, brand strategy, marketing, and sales. [00:02:00] She was named the Private Company Director of the Year by National Association of Corporate Directors in 2022.
Joe: Lynn also serves as one of the three judges for Deloitte’s best managed private company program and frequently speaks and writes on effective family business governance. Welcome, Lynn. It’s great to have you today on the podcast.
Lynn: Thank you, Joe and Raza. I appreciate being asked.
Joe: So, let’s start with your background, because I think it’s particularly pertinent here, given the deep and broad extent of the work you’ve done as a board member. First, start, if you would, with the first board, because that’s always of interest, and then let’s talk about some of the other board work you’ve done.
Lynn: Well, I’ve been a CEO three times and that’s sort of what led me into board service, and specifically to private equity and one a company that I was able to acquire, an e-commerce company. But it’s always good to talk [00:03:00] about my first, what I call a real board, because it’s actually led me to do family business board governance to the level and the extent that I’ve done.
As Raza said, I worked at PepsiCo for about 10 years, had 10 jobs, and one of those jobs was being a general manager for the Philadelphia area, so that meant all functions reported into me, with full P&L responsibility. It’s a CEO role, but within the confines of a giant corporation, so really great experience. And I competed with ABARTA Coca-Cola in the northeastern part of Pennsylvania. Well, ABARTA Coca-Cola was my first board.
Joe: Right. Classic.
Lynn: Yeah, yeah. What I didn’t realize when I left PepsiCo and went to work as a CEO for a private equity-owned firm, I really didn’t know anything about family [00:04:00] business. And of course, the Coke folks called me after I left PepsiCo, and I was like, “Family business. Hmm. Family business governance. This is really interesting.” it opened a whole new world for me.
On the ABARTA board, when I first joined, it was actually a holding company. So, the company owned Coca-Cola distributors, bottlers in part of Pennsylvania, in New York state and in Ohio. It also owned a frozen food company, oddly, a daily newspaper and an oil and gas exploration business. So, I was on the board for 13 years and one of the things that the board helped the family shareholders, really the family executives, think about is, do you want to continue to be a holding company? Where else can we take it to drive growth?
At the same time, Coca-Cola corporate was changing its strategy to become, kind of in [00:05:00] beverage vernacular, much more like a beer distributor, so fewer bottling operations, fewer manufacturing sites, bigger territories, and a focus on getting the product from a manufacturer out into the consumer’s hands.
So, a different structure, even though they own 90% of it.
So, we sold off KeHE Frozen Foods. We sold, thank goodness, the daily newspaper, and were able to still monetize it nicely, and then exited from the oil and gas exploration business. So, we became all in and I say we, because I was on the board for 13 years, so we became all in a Coca-Cola bottler and ended up buying the entire state of Pennsylvania as territory except for Philadelphia because the company was headquartered in Pittsburgh and no one in Pittsburgh thinks Philly is actually part of Pennsylvania.
Joe: You know that people all over the country will be listening.
Lynn: Yeah, I [00:06:00] recognize that. But the reality of that, even though that’s very true, it is the trade, the grocery trade primarily, it’s really driven by New York and New Jersey based grocery chains, whereas Pittsburgh chains were quite different, Pittsburgh and the rest of Pennsylvania.
So, anyway, we acquired the rest of the state except Philly and kept the Cleveland area, and it’s made a huge difference in the organization. It’s become a much, much larger company at the top line, certainly at the bottom line and in the number of employees.
So, to go through that as your first board experience was an absolute privilege for me to see that firsthand. ABARTA was one of the first family-held businesses to really think about independent governance. So, we were a majority independent directors on a board, and that high quality strategic plan that [00:07:00] is really a living, breathing document and a good family council or an ownership council, those are the three things that take a business from Gen 1 or 2 into 3, 4, 5, 6, and beyond. One of their objectives was to make it a multi-generational successful, consistent business.
Joe: So, that sounds like an amazing first experience, and it obviously led you to many more boards. My understanding is you’ve served in more than a dozen boards thus far. That puts you in a position to really answer a question that Raza and I talk about all the time, which is serving on a board is a job, and you know that well, and you’re the kind of board member that really takes preparing for that job seriously.
So, one question that we wanted to discuss with you is what advice do you give about how to prepare for a board job interview? I’m calling it job because people think of it as a [00:08:00] role. It is actually employment. And we think, and I think you may share this, it’s important to think about it that way in the way you prepare for the interview and everything you do subsequently. So, what do you do to prepare and what’s your advice about how to do it?
Lynn: Well, let me speak to your point about it’s a job. I take my commitments to the companies and the families that I work with a 100% seriously the same way that I did in running a company or working for a Fortune 50. I mean, you are committed to that organization; you’re a fiduciary for one thing.
But why would you do this unless you really wanted to help make an impact, and the only way you can make an impact is to take what you do seriously, and so specifically for preparation, I’m going to tell a story and then I’ll answer your question.
Joe: Okay.
Lynn: Being [00:09:00] on a “board,” kind of in quotes, is kind of a trendy thing to do now. There’s lots of media attention on it, and I knew it was kind of over the top when I was at my dermatologist, and he has a scalpel and he’s like, “Lynn, so you’re on a bunch of boards. Can you get me on a board?”
Joe: Classic, really.
Lynn: “Can we just finish the stuff with the scalpel first and talk about it?” I mean, he’s a great dermatologist, but he doesn’t really know how to run a business, like other people do that. But it’s so trendy, and it’s the first question I ask people when they tell me without scalpels, like, “I want to be on a board. How do I do that?”
Well, do you have a skillset is the first question. Have you been a CEO, a CFO, a COO? I’m a little biased that you need to own a piano in order to be a good [00:10:00] board member. And so that’s the first thing that I think is important for you in your journey to say, “Yeah, board, no board.”
It’s the first thing you need to think about when you’ve been approached about joining a board. Can I really make a contribution? I’ll go back to the ABARTA Coca-Cola board. I was a CEO. I joined when I was running a company. But boy, the other guys, they were all guys on the board, I was like intimidated. They were highly experienced. They were more experienced than me. There were an impressive group, very nice people. The first couple meetings are kind of scary anyway, and especially for your first board, but you need to be able to bring a level of experience to the board.
So, how do you prepare? What value can you add to the board? Again, going back to the trendy thing, there are so many people who don’t know why they want to be on a board, don’t know [00:11:00] what value they can bring, and so it’s the very first thing I do when I have the honor of talking to someone about the board.
I just joined the board of a company called Just Born Candies. You would know them because they make PEEPS, the little marshmallow PEEPs, Bunnies and things. And I have a lot of consumer products background and I also happen to love that brand and have had it since I was a tiny little person, and bringing that kind of perspective and passion for their business was one of the things that I made sure that I was clear about when I was interviewing for the board.
So, I think passion for the business, the product, the service, what the company does is really important. I have made the mistake of joining a board because someone asked, and it was an interesting business, [00:12:00] but I wasn’t like over the moon.
Joe: You weren’t fully engaged, you think?
Lynn: No, I was fully engaged, of course. because it’s a job, to your earlier point. But I didn’t like love the business. I couldn’t get my brain around it to the level that I like to get my brain around businesses. There are strategies, felt more like tactics to me than really strategic choices, and we’ve all spent time doing tactical stuff. You kind of have to do that as you build your career. But at this point, I really like the strategy and I think one of the key things that I contribute to a board is that higher level of thinking that you need if you want to have a successful long-term business.
Raza: Lynn, that’s great advice on interviewing for board role, that is a job. I wanted to ask about another scenario where there is a [00:13:00] newly-formed board and it is very exciting. What are some of the things that distinguish serving on a newly-formed board versus boards that are already in motion and exist? What are some of the differences?
Lynn: So, I’ve been on a couple newly-formed boards, and actually right now I’m working with a board chair to help them form a new board because of some shareholder exits. So, we’re kind of starting from scratch. So, I kind of have three different views on that.
When you join a board like I did at Coca-Cola, that board has its processes in place. It sort of operates like a machine in some ways. There is not a process in place for a newly-formed board. Even when there’s been a consultant like you guys who’ve helped them form a board, having a [00:14:00] laundry list of these are the key things you need as a board and actually executing those key things are quite different. So, it’s really important when you’re on a newly-formed board to think about what you know from boards that have been around for a while, and how do you apply those learnings to help support the formation and the development of the new board?
So, one of the things that happens in a new board is you end up being, I’ll say, again, my experience, a tighter team. So, I was on the board of a food service company in Texas, and we all started at the same time. So, there were five independent directors, three family members, and like we were a very tight board because we all came in at the ground level.
Joe: And you’re all figuring it out at the [00:15:00] same time.
Lynn: Yes, exactly and the shareholders on the board were also figuring out, “Well, how do you do things in the best possible way?” And it was part of a generational transition, and I’m sure you guys have seen this, a lot of times what drives the formation of a board is father is exiting, a daughter is coming in, whatever it might be.
I’ve also been on a board briefly. There was a newly-formed board and we had four board meetings, one by Zoom, and a few weeks after that, got the phone call on a Zoom, we’re disbanding our board. What I learned from that is unless the principal shareholder who often is the CEO and sometimes the founder of the business or second generation CEO, unless they are all in and are comfortable [00:16:00] being asked questions by outsiders, there’s no way on earth a board is a fiduciary or advisory board is going to be successful in that structure.
Raza: As early stage investors, things that I do day to day, we are often the first sophisticated money in a startup, and as such, are often forming newly formed boards or putting together maybe two common shareholder representations and two investor representation and one independent type of a board.
You’re absolutely right that forming a new board is different also in the sense that the processes have not been established. You are learning together, which is a great thing. You will become part of that team. But we advise the new board formations is kind of training everybody at the onset. Actually, having a checklist saying, establish a dashboard, figure out [00:17:00] who’s doing what on the board and what are the roles, check D&O insurance and all of those things.
But basically spend the first two to four board meetings in calibration mode, you are actually figuring out how this board will work, and I think that doesn’t happen often at late stage companies. But as you know, with family-held businesses and then early stage or venture-backed companies, new boards do get formed, and it’s a great thing actually.
Also just to add, the way you described that, if you are not even a newly formed board, but you are a board that got added five new members at the same time for some good reasons, that is a really new group of people that needs to calibrate and figure out how to work through the process.
Joe: So, here’s a question for both of you. When does a newly formed board does it mean that the role of the chair is even more important [00:18:00] than normal?
Raza: In my view, absolutely. In fact, the lead director or chairman that we appoint is the one that we basically say, “You know, this is a job. This is a team. And every team needs to have a team leader and the chair of the board, he or she would set the tone, set the process, set the culture of the board,” and culture of the definition is culture is what you do. So, absolutely, the chair or the lead director has a very, very important role.
Lynn: I can give you a specific example. I’m lead director for Vollrath Manufacturing. We manufacture a lot of food service related equipment and commercial kitchens and that sort of product line, and when I joined the board in 2020, at the beginning of COVID, we had several majority independent director on the board, and it is 150-year-old company, just to put that in [00:19:00] perspective.
Then one board member left and then another board member left and I had replaced someone who was rolling off the board, so I was really new. In 2021, the third board director, because of some personal issues and some health stuff said, “I need to leave the board.” So, here we are, me, the chairman who’s a shareholder, the non-family CEO, and that’s the board.
Joe: Hmm.
Lynn: So, we started replacing, and last year we put our last board member on in addition to two additional family members. So, we’re still majority independent director, but these last three and a half-ish years have been just one transition after another and the culture of the company is very strong, as you can imagine, for 150-year-old company, but [00:20:00] trying to bring a director on at a time, and the ideal thing is bring a couple people on at a time, because then they learn together and they get to be really good team members.
But last year is really the first time I feel like the board is working well together because everyone’s been on the board at least a year, and kind of know each other. We have very good processes. The processes that have always been good and we’ve tightened them up.
Joe: So, what a great feeling to rebuild a board and find that at the end of the process, it’s really a high-functioning, well-performing board. I think that that must be pretty gratifying.
Lynn: So, Raza, you were talking about newly formed boards for early stage companies, I have a little experience with that as well. I’ve actually helped three early stage companies kind of get to the next place, which is a Massachusetts-based or was a Massachusetts-based company [00:21:00] out of the beverage world. I told you my beverage experience had helped me with this. The brand is called Levia, and we rolled it out in about six months and a few months later we had an offer from a Canadian public company. So, it’s a cannabis-based beverage, so kind of can’t trade in every state.
So, that was a really great experience from the standpoint of working with the founders to help them, if you will, kind of professionalize the process. I was interim CEO for a little while; kind of organized the board, did some fundraising for them, some capital raise for them, and then kind of helped them get to the next level.
But being a board member and an interim CEO is a really unique role to play. Because you’re helping structure the company, but you’re also helping structure the board, and those boards for early stage [00:22:00] companies can make a huge difference in the success or failure of the exit.
Raza: Well said, Lynn, and to me, that emphasizes the role of that. We call it chair or lead director, but basically somebody who has governance experience and is able to help shape up and set up the new board.
Lynn: A lot of times with early stage companies, you have founders who don’t have a ton of experience; they’re great fun to work with, but they need to remember what their swim lanes are. So, often as a board chair or a lead or an interim CEO, you’re trying to keep those wonderfully creative people in the right swim lane so they don’t kill each other on top of everything else.
Joe: Right. So, we’ve talked about interviewing for a board. We’ve talked about newly formed boards. Let’s talk about maybe the most difficult aspect of boards, which is when is it time to leave and how does a [00:23:00] board member know, and then we’ll talk about what happens when board members don’t know it’s time to leave and how to exit them. But how do you know when it’s time to leave? And have you actually left boards when you thought your time was up?
Lynn: I’ll answer your second question first. Yes, for sure. And I wrote an article for some publication not that long ago, and you know when it’s time to go. You know when it’s time to go from a job job, from a 48-hour, 50-hour a week job, and so you have to keep that in mind as a board member. I look for a couple signs. For me personally, am I still excited about going to the board meetings?
Joe: Like going to a job.
Lynn: You’re absolutely right on that, Joe. Am I excited about going to the dinner with the night before, because there’s always a dinner the night before with my fellow board members. Do I enjoy the conversations? Am I feeling like it’s a good [00:24:00] fit? No matter how many years you’ve been on the board, do you like what you’re doing?
Raza: Yeah.
Lynn: And if you answer those two questions with no, maybe you better look in the mirror.
Joe: So, I’m going to say this, what you are saying is true, but it requires a certain level of self-awareness that many people either don’t have or ignore when the time comes. My observation, I think Raza and I have talked about this, is that a small number of board members who depart a board do it because they decide it’s time.
It’s way more common to be asked, it’s not always necessarily a negative thing, but many board members, while they may experience some of what you’re saying, don’t have the self-awareness to process it and go and say, “I’m leaving the board, or it’s time for me to leave.”
So, in those instances, let’s talk [00:25:00] about how to offboard people, because one of the things we’ve talked about a lot is it is the single most difficult thing, and many boards don’t do it well, and they avoid it. I mean, one reason that boards don’t change board members is they don’t want to deal with the offboarding, which is a bad reason to do it, but we all understand that it can be difficult if you haven’t put the right things in play to set it up for an exit.
So, talk about what you’ve done as a chair, what you’ve done as an owner to make sure that the board is refreshed, and how do you deal with the board members that need to leave.
Lynn: So, when you have the opportunity, the best possible thing you can do to prevent problems is, “Okay, we’ve just formed this board, or we’ve just put all of you folks on the board. We’re all new together. One of the key aspects of this is we do an annual board effectiveness evaluation of the interaction of [00:26:00] the board, both the board dynamics, and we’ll call it the board operations.”
Yeah, that’s pretty easy to do, right? It doesn’t get into emotional stuff. “Oh, by the way, the other thing that we do is peer evaluation.”
Joe: Mm.
Lynn: That’s when it gets a little sensitive, and in a privately held company business, it’s, I think, easier to do peer evaluations than the SEC requirements for public company boards, because that’s a whole another level and we’re not going to talk about that today, fortunately.
So, I think if you set it up the right way, it makes it a lot easier to provide ongoing feedback, and you kind of have to do it in parts. You sort of have to start with the board effectiveness piece, and in my opinion, in my experience, then you add the peer evaluation
onto it.
But of course then I know, Joe, you’re going to ask me the question, “Well, what happens if the peer evaluation is [00:27:00] horrible to one board member?” Well then, the lead independent director and the chair, or the governance chair and the board chair, some combination of those positions has to have the guts and the cajones as such to speak nicely with that director, and this isn’t a job in this particular case, you don’t give a board member a performance improvement plan and evaluate them in three months through six months
because you only see each other four or five times a year.
Joe: Hmm.
Lynn: And so, I think that this is one of those answers where it depends. So, it does depend on the board member in question here. Is this something that the entire board has known for a year, two years, like they’re not performing. They’ve PO’d a [00:28:00] bunch of other people on the board and perhaps the management team, then you have to make the timing decision. But anyone who’s on a board is a mature executive, theoretically.
Joe: No, no, no.
Lynn: Well then, that’s a different problem with how people are selected for boards.
Joe: That is true.
Lynn: Theoretically, should all be mature executives, experienced, and so everyone at some point or another in their career has had, we’ll call it negative feedback, and that’s what this is, but the issue is like who has the guts to do that on a board?
Joe: And how do you deliver it so it doesn’t feel so negative, I would say is part of it. I mean, it may be a result that the board member doesn’t want or doesn’t want to hear about it, but I think one of the things we talked about when we spoke a couple of weeks ago, or actually several weeks ago, was you want to do it with respect, obviously, and hopefully walk away [00:29:00] with as good a reaction as you can get. And that’s not easy.
Lynn: No, it isn’t easy. There are a couple kind of ways to do this. One is you speak to the person and say, “After the next board meeting, that’ll be your last board meeting, but we’re going to have a celebration. All of your service at that meeting, you know, it’s time for you to move on. You’ve been on the board X years, and so thank you for your service,” and you make a big deal out of it at the board meeting or a successive board meeting. It depends on the timing of all that stuff. So, that’s the best way, almost like a retirement, and you position it that way. Everyone on the board knows why this person is going, but everyone plays nice on a team and says thank you.
Joe: That sounds like it could feel a little disingenuous when it’s happening.
Lynn: Oh, it does. I’ve been on a board where we did not a yearend, we didn’t renew a board member’s term for next year, [00:30:00] but we had a nice little kind of.
Raza: I’ll add that there is another very important scenario where people would be offboarded and the scenario has nothing to do with performance, and it has everything to do with the company’s needs evolving and the board members’ skills being no longer relevant. I think for that scenario, the party would be great.
Lynn: And the conversation is a heck of a lot easier in that scenario. I’ll give you another scenario. We brought this gentleman onto the board, had the exact background, like everything on the board spec checked out. We were all excited. The first meeting, he attempts to take it over and made a comment like, “Well, you know, I want to understand more from the shareholder and executive perspective.” “Well, I’m sorry. The rest of us have been on this board for a long time. You really need to understand the independent director [00:31:00] experience and perspective.”
Joe: Mm.
Lynn: Then we’re on a call and he says something totally inappropriate, I don’t remember what it was. By the way, I’m non-gov chair for this board. So, I called the chair after our call. I’m like, “This isn’t working. He’s like the smartest guy in the room.” We gave him a term called the “lord of the board,” and I had the true pleasure of calling the lord and saying, “Look, you know, thanks very much for your service on this call and meeting, but it is just not working out from a cultural standpoint.” He was livid like he was yelling.
Joe: But you know something, you saved everyone a lot of heartache in the next year, two years, three years, going through board meetings with someone that the whole room doesn’t want in the room.
Lynn: You can tell right away, it was so clear, [00:32:00] and the board had been together a while before this person came on.
Joe: Lynn, it’s been great speaking with you. Thanks so much for joining us today On Boards.
Lynn: Thank you very much for inviting me. I’ve learned, and have been reminded of a variety of things because of your questions.
Joe: Thank you, and thank you all for listening to On Boards with our guest, Lynn Clarke.
Raza: Please visit our website at OnBoardsPodcast.com. That’s OnBoardsPodcast.com. We’d love to hear your comments, suggestions, and feedback. If you’re not already a subscriber, please be sure to subscribe at Apple Podcast, Spotify, or wherever you get your podcast. And remember to leave us a five-star review.
Joe: And please tune in for the next episode of On Boards. Thanks. also