INDEPENDENT BOARD MEMBER
An independent board member is not just a mark of good governance — it is a decisive factor in helping a business grow sustainably and make real leaps forward.
An Independent Board Member is someone appointed to a company's board of directors who has no ties to the founders or investors and no prior direct personal interest in the company. The role is to bring a neutral perspective, objective assessment and strategic advice that protect the long-term interests of the company and its shareholders.
Discuss this roleHOW I GET INVOLVED
One person joins your board with four clearly defined areas of work that don't overlap with your executive team.
THREE STEPS
For a business just starting out, the first 6–24 months are the hardest and most important period. Waste this stage, and it becomes very hard for the company to recover and break through.
The three steps below correspond to the three areas of work above — read them in order if your business is at an early stage.
A model aimed at a market big enough to scale (venture scale), with durable revenue and margins that can expand over time.
Create or redefine a segment the business can lead, rather than competing head-on in an existing market.
Prepare the investment package, choose the right type of investor and go through funding rounds with a story backed by data.
Untangling bottlenecks · Chief Problem Solver
Most businesses aren't stuck on ideas — they are stuck on the model: the problem isn't big enough, revenue isn't durable enough, or the product doesn't open up an ecosystem. The three pieces of work below come before any discussion of speed.
A widespread problem that customers in the industry are facing, paired with a solution that is meaningfully different from competitors.
Redesign revenue streams so that cash flow is stable and margins expand over time.
Integrate the core product with supporting services or a partner ecosystem to create new revenue streams and keep customers for longer.
Architecting growth · Strategic Growth Architect
The surest way to avoid competing on price is to create or redefine a segment the business can lead.
Instead of competing directly in an existing market, the business creates or redefines a new segment it can lead — through a breakthrough product or a market need that no one has fully met.
Position the company as the pioneer — or the only one — solving the problem its own way, expressed consistently across messaging, products and services. The brand story speaks to vision and impact, not just features.
A “land and expand” strategy: take a niche market or a small geographic area, control the game there, then expand into adjacent markets through strategic partners.
Transparent governance · Governance Expert
For an independent member to create value, the business needs four conditions in place. These are also the four things I help set up in the first quarter.
A startup needs an expert with specific experience of its current stage: international expansion needs someone who has done it internationally; technology development needs someone with a technical background.
Every activity and decision is transparent, so the independent member has enough information to contribute: financial reports, strategy and the major challenges the company is facing.
The independent member's role doesn't stop at observation. The executive team needs to enable this person to take part in major decisions and in shaping the company's future.
The working relationship between the independent member, the founders and the investors needs to be clearly established, so that strategy and vision move in the same direction.
Advising the board · Board Advisor
Fundraising is a process you can prepare for in advance. The four pieces of work below usually start at least two quarters before a round opens.
How much to raise and how it will be allocated to specific activities: R&D, marketing, market expansion, hiring. A clear and transparent use-of-funds plan is what builds investor confidence.
Strategic investors bring relationships and industry knowledge; venture capital funds suit high-growth businesses; angel investors fit the early stage.
Pre-seed and Seed to develop the product and validate the market. Series A once there is stable revenue or a customer base, to scale up. Series B and C focus on growing market share.
Long-term growth potential, a compelling story backed by convincing data, and a founding team capable of executing the strategy they present.
THE VALUE IT BRINGS
Ensures the business operates to proper standards and stays clear of legal issues, building trust with investors and partners.
Free from internal pressures or personal interests; analysis grounded in data and the market, avoiding one-sided decisions.
Helps build a corporate culture strong enough to attract and retain talent and get the best out of the team.
Practical strategy combined with risk management and resource optimization, getting the company ready for funding rounds or an IPO.
Connects the business with new partnership opportunities, potential investment funds and people who can support its growth.
ENGAGEMENT ROADMAP
The roadmap covers one engagement term and is adjusted to each company's stage and resources.
A comprehensive review of finance, operations, product and market to see strengths, weaknesses and opportunities clearly.
Outcome: A clear picture of where the company stands.
Set growth targets and build a development plan based on industry trends and competitors.
Outcome: An action plan with concrete milestones.
Establish a rigorous governance system with risk-monitoring mechanisms.
Outcome: A solid governance structure and reduced risk.
Fundraising advisory and introductions to potential investors suited to the company's stage.
Outcome: A financial plan and an effective fundraising strategy.
Expand the network of strategic partners and key customers.
Outcome: A strong partner network that opens new business opportunities.
Support the development of corporate culture and the retention of talent.
Outcome: A cohesive, motivated team.
EXPECTED OUTCOMES
Revenue and market share expand thanks to a clear strategy and an efficient operating structure.
A sustainable financial foundation, able to raise capital and optimize costs.
A transparent governance system to international standards that earns investors' trust.
Connections with major strategic partners that open up new business opportunities.
A higher standing in the industry, attracting more investors and partnership opportunities.
Someone appointed to the board who is not a shareholder, has no close ties to the executive team and has had no prior direct personal interest in the company. That very distance is what gives the position its value.
Four reasons that come up again and again in businesses growing faster than their own governance.
A mediator when the parties disagree, someone who asks the hard questions in the boardroom, and someone who shares responsibility with the board for major decisions — rather than offering comments and walking away.
THE TEAM
An independent seat comes with a network of experts in the areas businesses most often need: digital transformation, finance, import & export, international marketing and chain operations.
Senior Business Advisor
FPT, Tima Group, Aizen Fintech, Vinamilk, Mekong Investment Group, Gateway Vietnam, CJ&T Global, VietCredit, K-Group, CEO Group, BusinessPro.
Digital Transformation Expert
More than 15 years of digital transformation consulting and product development in fintech, banking, hospitality, insurance and supply chain; has worked in Vietnam, France, Canada and India.
CEO / Finance Advisor
More than 15 years as a CEO, financial advisor and business developer for multinational financial and fintech groups: Minterest (Singapore), Aizen (Korea), TrueMoney (Thailand), Thaco, FPT, VietCredit, Tima.
International Sales & Export Director
36 years in import & export and logistics, with an international sales network across major industries in more than 150 countries.
International Marketing & Business Director
15 years in strategic planning, international marketing, business development and global supply chain at FPT, Vingroup, Sonkim Retail and IPP Group.
Middle East & North Africa
Former Deputy Minister of Transport of the UAE and owner of tourism and healthcare businesses in Dubai, with a strong trade network across the Middle East and North Africa.
CEO / CMO / CPO / CCO
VinCommerce, An Khue Saigon, Antique Boat Food & Condiment, Privat Investment NH Group, Sapporo Vietnam, An Nam Group.
CEO / CMO / CCO / CFO
CEO of Kha Thi Technology, CEO of Dai Thinh Vuong Trading & Services, advisor to Thanh Nien Media Group, CEO of Mobi Home and Farmvina.
CTO / Digital Transformation Expert
FPT, Tima, Aizen, TrueMoney, Vingroup.
TRUSTED BY THE PEOPLE WE WORK WITH
Tony has a rare ability to see the big picture while staying sharp on every financial detail. His involvement was the key factor in our successful fundraising and in reshaping our business model for the next ten years.
Decisive, transparent and insightful. Tony doesn't just advise — he ‘rolled up his sleeves’ with us through the hardest period the market has seen. A trustworthy partner for any board of directors.
For the first time, I felt ‘led from within’. And I want to pass that on to my whole team.
Engagement stories in finance, real estate, import & export, M&A and retail chains.
View case studiesIf your company is considering an independent board seat, start with a conversation.
Talk with Tony