From Executive to Board Director: Lessons from the Boardroom - A conversation with Ann Biebuyck and Konstantinos Sergakis

Chris Wouters: Ann, you recently moved from an executive role into a board position. What has your career journey looked like so far? 

Ann Biebuyck: I’m trained as a psychologist and later pursued a one-year general management program at Vlerick. Over the past twenty years, I’ve mainly worked in the food industry, both in production environments like Comptoir Gourmand and McCain, and in B2C companies like Lunch Garden. I started in procurement and eventually moved into general management. In the past five years, I’ve had much closer interactions with boards, and that’s when my interest really took off. Today, I serve as an independent director in a family-owned company and as Chair of the Board of a cooperative. 

Chris Wouters: What sparked your decision to become a board member?  

Ann Biebuyck: I was a CEO during the COVID crisis, which placed us in a highly challenging environment. That period made me realise how critical it is to have the right people around the table, people who think with you, challenge you, and offer protection. That was a turning point. That became my driving motivation. 

Chris Wouters: How did you approach the transition in practice?  

Ann Biebuyck: I started out as an executive board member. I quickly realised how broad the responsibilities are: strategy, finance, legal issues, HR, IT, ESG… That’s why I decided to deepen my skills through GUBERNA. The three modules: Director Effectiveness, Board Effectiveness, and Board Simulation, were spread out over a few years. But as with anything valuable, it takes time. I wanted to be sure this path aligned with my aspirations. 

Chris Wouters: What do you actively apply today from those trainings?  

Ann Biebuyck: Very concretely: at Vander Zijpen, I use a strategic framework that I review monthly with the management team. That came straight from the Director Effectiveness module. The Board Effectiveness training helped shape my view on how a board should be composed. And the Board Simulation? That was the icing on the cake. It offers a safe environment to role-play board dynamics with expert feedback. I still remember someone saying, "Two big questions, Angel!" That kind of feedback sticks. (laughs) 

Chris Wouters: Konstantinos, how often do you see this transition from executive to board member?  

Regardless of motivation, success largely depends on how organically collaboration unfolds between management and the board. And of course, the willingness to embrace lifelong learning. 

Chris Wouters: What would you say are the most important competencies for a board member?  

Konstantinos Sergakis: Be visible. Dare to ask questions. Keep sharpening your expertise. Many new directors are initially hesitant, but an effective board needs active engagement. Governance isn’t just about showing up. It’s about being prepared and evolving with emerging topics like geopolitics, innovation, ESG, and AI. What you knew last year may already be outdated today. 

Chris Wouters: Ann, what’s your view on that?  

Ann Biebuyck: Impactful dialogue starts with clear communication and attentive listening. Content expertise is a prerequisite, but your true influence as a director depends on how well you foster productive conversations. Personality also plays a key role in that. 

Chris Wouters: How did the GUBERNA programme support you in your current roles at Vander Zijpen and Copagro?  

Ann Biebuyck: It was very helpful, not just in terms of content, but also through the alumni network. We keep exchanging experiences, which helps you stay sharp. Even informally; through book recommendations, for example. That’s how I discovered Karin Van den Berge’s book on ESG reporting. It was deeply inspiring. 

Chris Wouters: What does it take to function effectively as an independent board member in a family-owned business?  

Ann Biebuyck: Clear expectations around your role. In family businesses, people are often deeply involved in daily operations. That’s why it’s important to communicate that, as an independent director, you do not hold an operational role; you are an external mirror. That requires transparency and a visible added value. 

Chris Wouters: How do you build trust in that context?  

Ann Biebuyck: By investing time and being consistent in your communication. Transparency is the foundation. And trust is not static. You have to keep nurturing it with small but meaningful signals. 

Chris Wouters: Ann, you're also Chair of Copagro. How did that appointment come about?  

Ann Biebuyck: I applied through an open vacancy. I was unanimously elected during the general assembly, and the board later appointed me Chair. What appeals to me about a cooperative is that every voice counts. Regardless of size or region, every member has one vote. This makes decision-making more complex, but also more meaningful. It mirrors society. 

Chris Wouters: What’s the main difference with a public limited company (NV)?  

Ann Biebuyck: Decision-making in an NV is typically more centralised. In a cooperative, you have to take multiple interests and expectations into account. It’s more challenging but also more enriching. 

Chris Wouters: Konstantinos, how do you view this from an academic perspective? Konstantinos Sergakis: The governance structures may differ, but the underlying dynamics are comparable. Whether it’s an NV or a cooperative, governance always revolves around listening, collaborating, challenging, and aiming for consensus. The scale varies, but the principles remain universal. 

Chris Wouters: What are your do’s & don’ts for those considering a board role? 

Ann Biebuyck: Give yourself 100 days to learn. Ask questions, even if you think you know the sector. And don’t treat the board as a formality. Use it as a genuinely valuable instrument. 

Konstantinos Sergakis: Be present, be prepared, and dare to listen and challenge. Don’t treat a board mandate as a résumé booster. It’s a lifelong learning opportunity. A place to make a meaningful impact on people, organisations, and society. 

Chris Wouters: What do I take away from this conversation? That anyone considering a board role should start with an open mind, ask the right questions, and commit to lifelong learning. As Konstantinos Sergakis put it so eloquently: 

"The better the question, the better the governance and the better the world." 

Curious to learn more? Listen to the full conversation on the Director Sparkles podcast by GUBERNA, or explore the follow-up articles in our newsletter. In our next episode, we welcome Max Jadot, Chair of BNP Paribas Fortis, who will share his experience transitioning from CEO to Chairman.