Professional-grade playbooks, templates, and frameworks that transform board meetings from governance theater into fiduciary discipline. Built for startups and private companies where oversight matters most and exists least.
Not malice. Not incompetence. Dysfunction. Because we hand directors a title, a set of bylaws, and a D&O policy — then expect them to govern with nothing but good intentions.
We would never put a pilot in a cockpit without a preflight checklist. Yet we routinely seat fiduciaries in the most consequential room in a company and hand them nothing but an agenda.
“No director asked if the product actually worked.”
“Billions moved without board oversight or records.”
“Self-dealing went unchallenged by a passive board.”
Timed structure with embedded governance probes at every section. Includes cybersecurity oversight and AI & digital transformation governance.
Four-phase preparation framework. Complete 5 days before every meeting. Fiduciary duty made actionable.
Streamline routine business. Includes resolution template and Chair’s script with exact language.
Post-meeting accountability. Formal resolutions, assigned actions, escalation triggers, Secretary certification.
26-question self-assessment across 5 dimensions. Aggregate scores. Track improvement over time.
30 competencies across 6 categories. Stage-aware priorities. Identify gaps before they become liabilities.
90-day program in 4 phases. Turns a new director into a prepared fiduciary before their first vote.
10-section board adoption template. Director qualifications, term structures, emergency succession.
31 questions across 5 dimensions. Individual director evaluation with renewal recommendations.
Nine professional-grade templates that give your board a complete governance operating system — from meeting preparation through board composition.
Everything in Core Playbooks — plus the specialized governance infrastructure that scales with your board's complexity and your company's sector.
White-glove implementation. We configure BoardKit for your specific board, sector, and stage — and train your directors.
“The pace of complexity outstrips our ability to oversee it. The tools of governance have not changed in decades. BoardKit changes that. Not with more rules. Not with more compliance. With better systems.
Governance is not a compliance exercise performed for auditors and regulators. It is an operational discipline — as rigorous, as structured, and as essential as the systems we build for engineering, finance, and product development.
But the floor comes before the ceiling. Companies are failing at basics — tax filings years delinquent, entity registrations lapsed, regulatory obligations untracked. BoardKit makes fundamental compliance a standing verification, not an assumption.
You know the stakes are real. Now you have tools that match the responsibility.
You want a board that challenges you, not one that applauds. Build that board.
Governance is not overhead — it is infrastructure. Protect your portfolio.
You’ve held it together with duct tape and memory. You deserve a system.
The probing questions drawn from billion-dollar governance failures. Download the free PDF and bring them to your next board meeting.
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BoardKit was built by a healthcare executive who knows what happens when governance fails — because he was inside one of the most consequential governance crises in American healthcare history.
As an investor relations executive at the nation’s largest healthcare system, he navigated a federal investigation that erased 40% of market capitalization, forced a complete board and executive reconstitution, and resulted in a decade-long Corporate Integrity Agreement with the federal government. He helped build the ethics and compliance infrastructure that didn’t exist before the crisis demanded it.
That foundation — combined with a clinical pharmacy background, experience as a medical device CEO with FDA approvals, NACD Directorship Certification, Kauffman Fellow, and a decade of board-level governance across startups, PE-backed companies, and venture capital — produced a conviction: the tools of boardroom oversight have not kept pace with the complexity they are meant to govern.
This is not a consulting framework dressed up as a product. It is the operating system we wished existed when we took our first board seat — built from the inside, for the people who do the work.
Governance is the discipline of asking the right questions, at the right time, of the right people, and following through on the answers. Everything else is architecture.