Executive Search for Board Directors: A Strategic Imperative

Executive search for board directors is not just a recruitment process—it's a strategic initiative that shapes the future of organizations. Board members hold the key to driving governance, fostering diversity, and enabling long-term success, making their selection a mission-critical endeavor. Ted Pryor of GHP Search recently joined Hunt Scanlon Media to explore the nuances of identifying top-tier candidates, addressing everything from skill gaps and diversity to evaluating cultural fit and leveraging board networks.

January 16, 2025 – Executive search for board directors is a critical process for organizations aiming to enhance governance, drive strategic decision-making, and foster long-term growth. Board directors play an essential role in shaping corporate policies, ensuring regulatory compliance, and providing oversight to executive management. As a result, identifying and recruiting highly qualified individuals for these positions is not merely a task of filling seats but a strategic imperative that demands precision, foresight, and a deep understanding of organizational needs.

Recruiters tell Hunt Scanlon Media that the process of executive search for board directors is inherently complex and requires a tailored approach. Recruitment firms specializing in this area often begin by conducting a comprehensive analysis of the organization’s current board composition, strategic goals, and industry landscape. This analysis helps define the ideal candidate profile, which typically includes expertise in relevant sectors, experience in leadership roles, and a proven ability to navigate challenges. In addition to technical skills, emphasis is placed on diversity—encompassing gender, ethnicity, and professional background—to ensure the board benefits from varied perspectives.

With that said, the selection of board directors has a profound impact on organizational success. Just recently, GHP Search, formerly known as Greenwich Harbor Partners, helped to recruit Candice Cook Simmons, Kelly Griffin, Mitra Hormozi O’Neill, and John Rose as new members of the board at Playwrights Horizons, a writer’s theater dedicated to the development of contemporary American playwrights, and to the production of innovative new work.

Ms. Cook Simmons is an executive producer, the former chief strategy officer for RadicalMedia LLC, founder and managing member of The Cook Law Group, and was recently selected to run the Impact Production Studio, Color Farm Impact, as president. She has been featured in numerous publications as one of New York City’s top attorneys and top chief strategy officers in media.

Mr. Griffin is a passionate music executive experienced in the strategic development and management of multi-platform music operations. As head of creative content strategy at Warner Music Group, 300 Entertainment, he is known for combing strategic vision with hands-on execution. Prior to this, Mr. Griffin was the co-founder and chief creative officer of My Executive Room, and has also served in senior leadership roles at Revolt Media & TV and BET.

Ms. Hormozi O’Neill is a veteran trial attorney and former federal prosecutor with extensive experience working with clients facing investigations and criminal prosecutions. In addition to her time as chief of the organized crime and racketeering section for the U.S. Attorney for the Eastern District of New York, she has also served as EVP, General Counsel at Revlon. Ms. Hormozi O’Neill is currently a partner at Kaplan Martin LLP.

Mr. Rose is senior partner emeritus and senior advisor at BCG where he has been a global leader of the media sector, as well as an executive advisor for Rockefeller Capital Management. Prior to joining BCG, he was EVP at EMI Group, responsible for strategy and corporate development. Before EMI, Mr. Rose spent almost 20 years with McKinsey as a director and co-leader of the global entertainment practice

Finding Board Directors

GHP Search’s principals, Carrie and Ted Pryor, have worked in the industry as general managers and investors and have direct professional experience with the types of issues that face their clients. The firm’s client roster includes IBM Cloud Services, Media General, Marlin Equity Partners, DIRECTV, SpinMedia, ReelzChannel TV, and Keurig Green Mountain, among others.

Ms. Pryor has over 20 years of senior executive search experience. She has recruited board directors, CEOs and their direct reports, as well as partners for private equity firms. In addition to holding a board seat with the New York Pops, she serves as an advisory board member for Constellation Ventures. A veteran of the internet space since the early ’90s, she has deep experience in digital media, entertainment, and private equity.

Mr. Pryor focuses on senior-level assignments for general management, sales, marketing, and digital transformation. He specializes in recruiting executives using his four years as CFO and CEO of a venture-backed start-up, 10 years at General Electric Capital, and 20 years in international finance and investment banking. Mr. Pryor has served on public, private, and non-profit boards, and chaired the audit committee for the NBA’s Boston Celtics. In executive recruiting, he has focused on business services, digital marketing, E-commerce, ad sales, place-based advertising, communications, and customer service for growth companies and large national brands.

Mr. Pryor recently sat down with Hunt Scanlon Media to discuss the nuances of finding board directors and his firm’s approach to filling top board seats!


Ted Pryor

Ted, what qualifications and experience should potential board directors possess to align with our organization’s strategic goals?

Candidates must have a passion for the organization’s mission, although their understanding may be in early stages. In addition, we look for skills and experience that are directly relevant and additive to the current board of directors. A thoughtful ‘gap analysis’ of the current board is very helpful to identify missing skills and industry experience. For example, frequently boards could use a CFO, CMO, or a chief human resources officer to balance the skills of the other leaders on the board. Adding these skills helps build the organizational foundation and is a platform for growth.

How can we ensure diversity and inclusion in our board recruitment process to enhance decision-making and representation?

We think all boards should endeavor to reflect the diversity of their constituents and therefore any search should prioritize candidates who come from backgrounds that overlap with the organizations core constituents. However, by starting with sorting for appropriate skills and industry experience, you can then select for relevant demographic and ethnic backgrounds.

What methods can we use to assess the cultural fit of candidates with our organization’s values and mission?

We tend to favor people who have worked at large organizations for much of their career, who are used to a disciplined decision-making processes, work well in a collaborative environment, have a high regard for integrity, and are used to diverse teams. After that, the nominating committee must recognize that diverse candidates will have new ideas, suggestions, and perspectives that require deep listening to absorb.

“The nominating committee must recognize that diverse candidates will have new ideas, suggestions, and perspectives that require deep listening to absorb.”

How do we effectively evaluate candidates’ past board experience and their contributions to previous organizations?

The starting point is an analysis of their work history and their career trajectory, then a deep interview to identify the types of projects they have led. Finally, references are very useful to get first-hand impressions. The good candidates communicate multiple ways they have helped their organizations and will offering ideas from the start.

What are the best practices for engaging current board members in the recruitment process to leverage their insights and networks?

It is critical to be clear with candidates that you need and want their insights and access to their network. Nobody wants to be recruited just because they fit a certain demographic or ethic profile. Engaging with candidates early on about the challenges and needs of the organization and how their skills and experience would be helpful will motivate top quality candidates. Direct questions about their willingness to engage their network is mandatory. Some candidates can’t or won’t use their network and, if this is disqualifying, should be identified early.

Related: Greenwich Harbor Partners Fills Five Board Positions for PowerMyLearning

Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor  – Hunt Scanlon Media

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