Governance as a Growth Lever for Start-ups and Scale-ups
On February 12th, GUBERNA and BeAngels hosted a joint event dedicated to start-up and scale-up governance, featuring Claire Munck (BeAngels CEO), Cédric Vanhoeck (Resortecs CEO), Thibaud Le Séguillon (Industrya CEO), and Maxime Snick (Octave CEO).
The discussion was open, transparent, and grounded in real experience, bringing together complementary perspectives from entrepreneurs and investors. One message clearly emerged: governance is far more than a mere formality. When thoughtfully structured, it becomes a strategic lever for performance, alignment, and long-term value creation.
Our speakers generously shared the key stages in the evolution of their governance practices — as well as the common pitfalls to avoid.
Several lessons stood out from our top-notch speakers:
Boards increase the value of a company. A strong board helps founders go beyond their individual limits, improves decision-making quality, and supports sustainable growth.
However, boards only create value if founders actively engage with them. This requires preparation, anticipation of sensitive topics, and proactive communication. Governance works best when strategy is co-created, not merely presented for validation.
Tough questions from board members are not meant to discourage CEOs; they are designed to challenge assumptions and ensure that key decisions are robust and well-grounded.
Intentional board composition is equally critical. Founders should carefully select investors and clearly define expectations for board members, ensuring alignment on the contribution expected from each director. Bringing independent directors into the boardroom is essential to maintain balance of power and avoid excessive concentration of influence.
Another strong takeaway: invest in governance early. Sound governance practices implemented from the outset prevent inefficiencies later and avoid the need to reinvent structures under pressure. Governance is not a cost center; it is a long-term investment that pays off when approached strategically.
Finally, role clarity matters. The chair of the board manages external expectations and ensures the board functions effectively. This role should be independent and distinct from the CEO to preserve objectivity and maintain a healthy governance dynamic.
Our sincere thanks to all participants from both communities — GUBERNA and BeAngels — for their active engagement, thoughtful questions, and the vibrant atmosphere during the networking session.
Involved in start-up or scale-up governance? Try our free digital tool, the Governance Maturity Scan, and anticipate on your further growth.
More events will follow soon.