Board Service & Board‑Appointed Roles

Overview

Where I’m Most Useful to Boards

How I Contribute at the Board Level

I serve on boards and board-appointed advisory roles where cyber-physical risk, AI governance, and operational resilience present material enterprise-level exposure.

My role is governance-focused: helping directors and executive leadership identify blind spots, pressure-test assumptions, and exercise sound judgment under uncertainty. I do not provide operational execution or implementation services.

Board engagements are structured to support clarity, independence, and senior-level challenge — not to replace executive ownership or add management overhead.

  • When technology risk becomes enterprise risk
    Helping boards frame AI, cyber-physical, and infrastructure risk so accountability and decision rights are clear before incidents force the issue.

  • When oversight outpaces management clarity
    Acting as a second-order advisor to test assumptions, surface blind spots, and strengthen board-level questioning — not to replace executive ownership.

  • When resilience, safety, and external accountability intersect
    Bringing a cross-domain perspective that aligns strategy, regulation, and operational reality at the governance level.

My board-level work is grounded in fiduciary responsibility — supporting directors in fulfilling duties of care, loyalty, and informed oversight where technology and operational risk materially affect enterprise value.

This experience is particularly relevant for growth-stage and private equity environments where technology, cyber-physical risk, and integration materially influence value creation and downside protection.

At the board level, technology risk most often intersects with:

  • Safety, uptime, and operational continuity

  • AI adoption and governance oversight

  • Cyber-physical systems (OT, CPS, infrastructure)

  • Regulatory, fiduciary, and reputational exposure

  • Enterprise resilience and downside risk

At the board level, my contribution centers on:

  • Framing the right questions before decisions are made

  • Translating technical and AI-driven risk into governance-relevant terms

  • Clarifying CPS and AI resiliency exposure across design, governance, and consequence domains

  • Identifying silent failure modes that rarely surface through standard management reporting

  • Supporting directors in exercising independent oversight

I operate as an independent voice — not an extension of management.

In addition to formal governance roles, I have experience advising boards and executive teams as they evaluate technology, security, and enterprise risk strategy.

This guidance is judgment-based and grounded in prior operating and board experience. I do not assume ownership of strategy development, execution, or commercial outcomes, nor do I operate in a management or delivery capacity.


Important Boundaries

I do not assume operational execution, commercial ownership, or management roles in board contexts.


Selected Board Experience

My experience includes governance and advisory roles across critical infrastructure, industrial, and regulated environments. Prior roles include:

  • President and Board Member, Emerging Threat Open Source (ETHOS)

  • Industry Advisor to the White House ONCD, DOE CESER, and DHS CISA

  • Member, ISA Global Cybersecurity Alliance (ISAGCA)

  • Member, Israeli Startup Advisory Network (ISAN)


Fit & Selectivity

Organizations most aligned with my experience are those that:

  • Value independent judgment

  • Recognize cyber-physical and AI risk as governance matters

  • Welcome challenge and informed dissent in the boardroom


Request a Board Conversation

For board-related inquiries — Request a Board Conversation.