The board of directors controls major strategic decisions of a company. Understanding board composition, protective provisions, and fiduciary duties is critical for founders and investors alike.

Typical startup board composition

Seed stage

• Usually 2–3 members: founders, possibly one seed lead.
• Simple governance.

Series A

• Classic 5-person board: 2 founders + 2 investors + 1 independent.
• Balanced — neither founders nor investors hold outright majority.

Series B and beyond

• Additional investor seats may be added.
• Founders often lose board majority.
• Supervoting shares can preserve founder control despite minority board seats.

Protective provisions (preferred stock approval rights)

Preferred shareholders (VCs) typically require approval of:

• Sale of the company.
• Issuance of senior preferred stock.
• Changes to the certificate of incorporation or bylaws.
• Changes to the option pool size.
• Incurring debt above a threshold.
• Paying dividends.
• Acquisitions above a threshold.
• Liquidation or dissolution.

Even without board majority, investors can effectively control major actions via these provisions.

Board observers

• Non-voting seats that give investors visibility and participation in discussions.
• Common for smaller investors or syndicate leads.
• Can be revoked if they cause friction.

Fiduciary duties

Directors owe fiduciary duties to the company and all shareholders, not to their own investors. This creates potential conflicts when:

• An investor-director votes on follow-on financings.
• Acquisition opportunities affect preferred vs common shareholders differently.
• The investor’s fund has other portfolio companies in adjacent spaces.

Board meeting cadence

• Early stage: Monthly or quarterly.
• Growth stage: Quarterly, with committee meetings.
• Pre-IPO: Quarterly with audit, compensation, and nominating committees.

What makes a good board

1. Honest, operator-experienced members.
2. Diverse perspectives: Go-to-market, product, finance, regulatory.
3. Clear operating cadence: Board decks delivered 72 hours in advance.
4. Independent member with no investor conflict.
5. Founder-CEO dynamic: Founder controls agenda; board asks, not commands.

What makes a bad board

1. Too large (>7 members for a private company is often too many).
2. All-investor board without independent or operator voice.
3. Micro-management: Board members acting as unpaid consultants daily.
4. Weak minutes and documentation: Legal risk.

Practical takeaway

1. Founders: Negotiate board composition carefully at every priced round — once ceded, it’s hard to get back.
2. Investors: Independent directors add enormous value and often prevent bad board dynamics.
3. Operators: Learn to run a board meeting efficiently; it’s a core CEO skill.

Further reading

• NVCA model certificate of incorporation: https://nvca.org/model-legal-documents/