141. Louise Hill, GoHenry Founder: Product Market Fit, Scaling and Exit - the board’s role in the GoHenry story

140. Professor Randall Peterson: How to influence people in the boardroom

139. Fiona Hathorn: How and why to get board roles: mastering applications, transitioning to paid roles and building a plural career

138. Steve Rigby: Risk & acquisitions - the growth story of the Rigby family business from £0 to £4bn annual revenues

137. Baroness Dido Harding: NHS Test & Trace & the TalkTalk Cyber Attack — Board Leadership in the Public Eye

136. Jock Lennox: How to be a listed Chair and get the most from audit committees

135. Dr. Margaret Heffernan (2/2): How boards make the best decisions: agendas, wilful blindness and super chickens

134. Dr. Margaret Heffernan (1/2): How boards make the best decisions: cooling-off periods, embracing uncertainty and deep hanging out

133. Peter Clark: 200 years’ growth - inside the Clarks’ family business

132. Carl-Peter Forster: Forget Governance. Great Boards Focus on Strategy, People, and Execution.

131. Laurence Garrett: Featurespace - the board’s role in growth, pricing, US expansion and sale to Visa

130. Ian Phillips: How to be a great GoaT (Governor or a Trustee)

129. Karen Blackett CBE: The board’s role in transformation

128. Yvonne Bajela: Founder breakups, deciphering moats, and the new role of governance

127. Rita Clifton CBE: What boards get wrong about brand

126. Fred Destin: How start-up boards create & destroy value (and whether we should be thinking about value at all)

125. Elena Lytkina Botelho: The CEO Next Door: Why Boards Get CEO Succession Wrong—and how to get it right

124. Malcolm John: How to get board roles and what boards get wrong about racial diversity

123. Christian Unger: Why experts beat generalists on investor-backed boards

122. Dorothy Burwell: Communications in the boardroom - exerting non-exec influence and building trust with management teams