Thought Leadership
Joe is often called upon to share his insights on corporate governance, thoughts on balancing risk with execution, and his journey to the boardoom in forums hosted by Nasdaq, KPMG, EY, NACD, PDA, 50/50 Women on Boards, and the Executive Leadership Council.
2022 through 2024 was all about panels and presentations – look for his writing to come in 2025!
Videos
January 2024
Driving Excellence: Preparing for Success with Joe Hurd
Joe Hurd, Operating Partner, SOSV and Board Director, Lloyd’s of London, Hays and Trustpilot joins Byron Loflin, Global Head of Board Advisory, Nasdaq in the first episode of Driving Excellence of 2024. While reflecting on his board journey, Joe offers that “success comes when preparation meets opportunity” and highlights the importance of being insightful, collaborative and transparent in the boardroom. Joe also discusses that boards should look at risk mitigation as part of their responsibility and as a tool to maintain a comprehensive view of the company amidst a rapidly changing business landscape.
November 2023
100 Black Voices Interview with Barry Williams
Joe Hurd explains that you don't have to be a CEO to get a board seat - he spent 20 years in senior sales, strategy, and business development roles in consumer internet companies before becoming a director. His first board offer came out of the blue from a former colleague. His expertise advising companies undergoing digital transformation was attractive. He now has 5 public company board seats. On choosing international boards, Hurd leverages having lived in London. His value is providing tech expertise and a bridge between digital executives and fellow board members. He is also the director engaging employees and stakeholders, and holding management accountable on diversity hiring and living up to the company's purpose.
May 2022
2022 Acceptance Speech, Culture Shift Labs Award
Joe shares the story of his journey to the boardroom and touches upon three themes: 1. Overcoming self-doubt: I initially questioned why I was chosen for a board role, but realized I had valuable experience and attributes. 2. Importance of representation: I discuss the lack of diversity in corporate boardrooms, especially in leadership positions. 3. Mentorship and guidance: I talk about some of the mentors, such as Barry Williams, who have provided crucial advice on my board service.
Speaking Engagements
Joe Hurd is a sought-after speaker, sharing his practical insights on corporate governance, technology integration, and leadership in a global business context. A 20-Year Silicon Valley resident who has had a global career, Joe has a unique combination of technological savvy, international business acumen, and a deep understanding of evolving governance practices across different markets and industries.
Podcasts, Articles and Press
Joe has been featured in numerous podcasts discussing board governance topics ranging from technology transition and digital transformation, to US vs UK corporate governance, to the difference between early and later stage board composition. In 2025, he plans to write and publish articles on key board governance issues (will be posted here).
May 2023 | Podcast
Early vs. Late Stage Boards with Joe Hurd
Joe spoke on Season 1 of The Daily Bolster with Matt Blumberg about the differences between early and late stage boards. Key points: Early stage boards are mistakenly built for harmony, the best board members are independent, and depending on the stage of the company a director's day-to-day involvement with the executive can be dramatically different.
January 2022 |Podcast
US vs. UK Boards: Key Similarities and Differences
Joe joined Meghan Day of Diligent in a discussion of the key differences between US and UK boards. He starts with an account of how his career as a director began, then shares his views on how UK corporate governance is evolving whiles drawing similarities to the United States and concludes the conversation with a comparison of director and executive compensation in the US and UK.
December 2021 |Podcast
Every Company is a Technology Company
On Boards podcast featuring Joe Hurd on corporate governance. Top three points: (1) Every company is a technology company. Technology has become integral to the operations of virtually every business, regardless of the sector. He argues that even non-tech companies must integrate and rely on technology to remain competitive and efficient. Hurd notes that companies failing to adapt to technological advancements risk being outpaced by competitors who leverage technology more effectively. (2) differences between UK and US corporate governance, particularly around stakeholder vs. shareholder focus and employee representation. (3) the importance of Diverse Perspectives in the Boardroom, which leads to better decision-making, particularly around diversity of thought and global perspective.
September 2024 |Panelist
Wingmen at Work: An Ally in the Boardroom
50/50 Women on Boards Global Summit
New York, NY
Joe participated on this panel at the 50/50 Women on Boards Global Summit, moderated by Kris Pederson alongside JLL's Herman Bulls, Equilar’s David Chun and The Phluid Project's Rob Smith.
April 2024 | Speech
The Role of Insurance in Creating a Resilient and Sustainable Economy
33rd AMIS Conference, México City
In his speech, Joe emphasized the insurance industry's evolving role in addressing global challenges, fostering innovation, and supporting sustainable economic development. Joe emphasized that partnerships across sectors are vital in building resilience against global systemic risks. He highlighted examples such as the Sustainable Markets Initiative and the Ukraine grain corridor, demonstrating how collaboration between industry, governments, and international organizations can address complex challenges and create sustainable solutions. He also discussed the role of innovation in creating a resilient and sustainable economy, referencing the Lloyd's Lab, an insurtech innovation hub, as a prime example of how innovation is driving the insurance industry forward and highlighting the growing importance of Latin America as a hub for innovation in the insurance sector. Finally, Joe explained how the insurance industry is working to remove uncertainty around efficiency and performance, making financing projects more attractive to investors. Joe also highlighted Lloyd's commitment to this cause, including their three-year roadmap for achieving net-zero emissions.
April 2024 | Panelist
Strategies On Securing Your First Board
SAVOY, 2024 Black Excellence Conference, New York City
Joe sat on a panel with Quentin Roach of The Estée Lauder Companies Inc., Titi Cole of Citi, Kevin A. Henry of PulteGroup and Shaundra Clay of Beam Suntory, moderated by Thane Kreiner of Santa Clara University. The five of us discussed “Strategies for Securing Your First Board,” and Joe spoke to the differences between a board conversation and an executive interview. Key points: A board interview is not an interview. It is a conversation between peers who are going to work together for a long time. (Most board directorships last longer than the average marriage (8.1 years)). Treat the conversation as the first step in a multiyear relationship. People will have been well-briefed on your executive past - don’t waste precious time rabbitting on about your job successes five years and two jobs ago. Focus on what the company needs now and where it is going and how you can help. Keep your answers tight. People only listen to the first 90 seconds of what you have to say. And finally, directors are bought, not sold.
February 2024 | Fireside Chat
The Evolution of the Boardroom
Corporate Directors Forum, San Diego
Joe participated in a fireside chat with Janet Wong, director of Lucid Motors discussing the evolving role of corporate boards in recent years. Three main takeaways: (1) Boards are facing a multitude of simultaneous crises, referred to as a "polycrisis" or "permacrisis," which includes unpredictable events like pandemics and more foreseeable issues such as political unrest. Directors need to be prepared for a wide range of scenarios, updating risk registers and considering the impact of various crises on their companies. (2) The scope of board committees is expanding, becoming more quantitative and complex, with data being a crucial component. There is increased focus on human capital management, including employee benefits and mental health, as well as diversity, equity, and inclusion (DEI) programs. Boards are also paying more attention to geopolitical issues and environmental, social, and governance (ESG) factors, reflecting a shift towards stakeholder capitalism. (3) The role of directors is becoming more visible and extends beyond traditional oversight to include engaging with a broader range of stakeholders, including employees and regulators. The relationship between boards and management is evolving, with a greater emphasis on stakeholder management and culture. Boards must be agile and adaptable, capable of addressing a diverse array of issues, and maintaining strong internal and external relationships.
February 2024 | Panelist
Human Capital Management and the Board’s Changing Responsibilities
KPMG, Menlo Park, CA
Joe made the following points regarding corporate governance, human capital management (HCM), and regulatory disclosures: (1) HCM is increasingly viewed as a critical driver of business success, with a significant portion of company costs and market value tied to it. Compensation committees are evolving to incorporate data-driven decision-making, similar to audit committees; (2) Recent Supreme Court decisions on affirmative action have influenced corporate diversity strategies, leading to concerns about lawsuits and changes in diversity-related compensation targets. The focus has shifted from setting diversity quotas to broader definitions of diversity and inclusion efforts, and there has been a noted decline in the number of Black directors and a pivot towards prioritizing former CEOs for board positions; and (3) The SEC's proposed HCM disclosures aim to provide consistent and reliable information for investors. This includes workforce demographics, turnover rates, and total workforce costs. Boards are going to face challenges in balancing disclosure requirements with administrative costs and data accuracy. The shift towards more prescriptive and quantifiable disclosures is seen as a regulatory burden by some, but also as a way to enhance investor confidence. Finally, companies are encouraged to prepare for future disclosure requirements by aligning internal departments, assessing current metrics, and engaging with employees to ensure meaningful and measurable disclosures.
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January 2024 | Fireside Chat
Shaping the Boardroom in 2024 and Beyond: Culture, Composition and Courage
EY & NACD Northern California, San Francisco, CA
Joe suggested several good practices to ensure that when a board is seeking new directors who are "good fits" with the culture, it does not inadvertently hinder efforts toward greater diversity: 1. Define Key Skills and Attributes: At the start of the recruitment process, all directors should agree on the specific skills and attributes needed for the board, ideally with the assistance of a trusted third party, such as a recruiter. This helps focus the search on substantive qualifications rather than vague notions of "fit" or "culture fit." 2. Diverse Candidate Pool: The Nomination/Governance Committee and recruiters should present a long list of candidates that is truly diverse. It is crucial to have diverse inputs at the beginning of the selection process, with the responsibility shared between recruiters and board members. 3. Diversity and Merit: Diversity should not be seen as a substitute for merit. Instead, it ensures that there is a maximum number of qualified candidates to choose from. As the selection process narrows, it is important to maintain diversity and question any reduction in the number of women or minority candidates. 4. Avoid "Skills Creep": Resist the temptation to lower the standards for skills and attributes in the name of expediency. It is important not to settle for a candidate simply because they are available and seem to fit well with the current board culture. In terms of inclusion in the boardroom, Joe highlights the importance of creating an environment where diverse directors feel valued and engaged: • Inclusive Efforts Begin Early: Inclusion efforts should start before a candidate is offered a position. This includes ensuring the candidate meets all board members and assigning a "buddy" to help them integrate into the board culture. • Engagement Opportunities: Look for opportunities outside formal meetings to engage with new directors, such as informal gatherings or virtual chats. • Active Participation: Encourage new directors to participate actively in meetings to avoid being overlooked. Conversely, they should also be aware of their knowledge limits and focus on key questions or points. These practices aim to balance the need for cultural fit with the imperative of enhancing board diversity and inclusion.
May 2024 | Panelist
Exploring AI’s Impact on Humanity: Practical Applications for Board Members
Nasaq Centre for Board Excellence, London
On this Nasdaq-hosted panel, Joe made the following points: although AI is the latest buzzword, the technology has existed for 67 years, with familiar examples including Netflix recommendations and Google Maps directions - what’s new is AI’s ability to create "original content" using machine learning and neural networks. A key driver of AI’s growth has been the increasing availability of large language models (LLMs), augmented with over $160 billion in new corporate investment. Most importantly, companies without AI strategies risk falling behind competitors, and boards should balance AI risks with innovation and accountability, focusing on transforming major cost centers and revenue drivers. Directors should consider creating an AI committee or adding an AI-focused director, appointing a Chief AI Officer at the management level, leverage outside consultants, and most importantly continue to act with care, loyalty, and a duty to protect corporate confidentiality.
September 2024 | Moderator
Issues for the Board in 2025
African American Directors Forum - 2024 Distinguished Directors Forum
Half Moon Bay, CA
Joe moderated a panel with good friends and colleagues Herman Bulls (JLL), Quentin Roach (Estee Lauder) and Brenda Freeman (Avnet) discussing issues driving the board room conversation in 2025. Over 90 minutes, we covered geopolitics, DEI, AI, cyberspace, and a host of other issues that Directors can expect to see in the boardroom next year.
September 2024 | Panelist
AI: Hype or Hope for the Future? Silicon Valley Leadership Group Technology & Inclusion Summit
East Palo Alto, CA
At this inaugural ‘unpanel’, “AI: Hype or Hope for the Future,” the discussion ranged from the 2024 election to public and private sector transformations. This lively conversation, moderated by NBC Bay Area’s Scott McGrew, featured Joe Hurd of SOSV, Leila Banijamali of Symbium, Anne J. Flanagan of the Future of Privacy Forum, and Alyssa Simpson Rochwerger of Blue Shield of California.