How to Choose the Right Non-Exec for Your Agency’s Growth Goals

Richard Gregory
18.08.25 03:42 PM - Comment(s)

A strong non-executive director (non-exec) can significantly boost agency growth by offering strategic guidance, challenging assumptions, and opening new opportunities. They don't manage daily operations but sharpen strategy, prevent missteps, and accelerate decision-making.

This post defines a non-exec, explains their value, and provides a step-by-step process for selection, complete with examples. Key takeaways include: a non-exec provides strategic guidance, industry expertise, and an independent perspective; successful hiring starts with clear growth goals; and fit, expectations, and structure are as crucial as a strong CV.

A non-exec is an independent advisor on your board or a board-level counsel. They don't manage teams but pressure-test strategy, offer industry insight, hold leadership accountable, provide network access, and support governance. For agencies, this often combines strategic advisory with coaching. They are not fractional COOs, freelance sales agents, or passive figureheads. Their value lies in independent judgement, experience, and smart trade-offs.


1. Define Your Growth Goals and Challenges: Before searching, clarify why you need a non-exec. Your goals determine the required skills. Ask: What does success look like (e.g., $5M ARR, new service line)? What's hindering you (e.g., inconsistent pipeline, low utilization)? What decisions need help (e.g., positioning, funding)? What capabilities are missing (e.g., finance, enterprise sales)? Example: To move to enterprise accounts, you need a non-exec with enterprise sales and procurement experience. Document and share these goals.

2. Identify Needed Skills and Experience: Translate goals into a non-exec skills map, covering:

  • Domain expertise: Industry niche, service model, buyer context.

  • Growth levers: Commercial excellence (pricing), operating rhythm (forecasting), strategic positioning, capital/transactions.

  • Governance and leadership: Board experience, coaching, succession planning.
    Prioritize depth in specific bottleneck areas. Example: For a performance marketing agency needing profitability improvement, an ex-COO or MD with margin turnaround experience is ideal.

3. Look for Cultural Fit and Values Alignment: A good fit is crucial for avoiding friction. Look for: direct but respectful communication, pragmatism, humility, founder empathy, and values alignment. Red flags include being overly prescriptive, name-dropping without substance, vague answers, or disinterest in your team's context. A practical test is inviting them to a working session.

4. Leverage Your Network and Industry Connections: Trusted referrals are best. Look within your clients, peer agencies, industry groups, investors, events, and curated platforms. Be precise when asking for recommendations (e.g., "We need help with pricing and enterprise sales for B2B SaaS"). Aim for a diverse shortlist of 5-8 candidates.

5. Conduct Thorough Interviews and Due Diligence: Treat this like a critical leadership hire. Structure interviews across sessions focusing on context, priority problems, team chemistry, and case/references. Ask specific questions (e.g., "How would you improve gross margin?"). For due diligence, speak with at least three references (founder, executive, team member), verify track record, check for conflicts, and confirm availability. Consider a paid micro-engagement to test working style.

6. Set Clear Expectations and Define the Scope: Clarity protects the relationship. Agree on:

  • Role definition: Purpose, in-scope activities (e.g., strategic guidance, monthly board meetings), and out-of-scope activities (e.g., daily operations).

  • Cadence and format: Monthly board sessions, biweekly check-ins, quarterly offsites, as-needed availability.

  • Metrics and dashboards: A small set of lagging and leading indicators tied to goals (e.g., revenue growth, gross margin, pipeline coverage).

  • Term and review: Start with 6-12 months, with a 90-day review and a simple termination clause.

  • Compensation: Monthly fee, equity, or a blend. Tie success fees to clear outcomes.

  • Documentation: Put everything in writing via a standard agreement.

Example Scenarios:

  • Founder-led sales plateau: Non-exec: Ex-enterprise sales leader. Impact: Higher win rates, repeatable sales motion.

  • Low margin despite growth: Non-exec: Ex-COO with margin turnaround experience. Impact: Margin lift from 35% to 50%.

  • Preparing for exit: Non-exec: Advisor with M&A experience. Impact: Better multiple, smoother diligence.

Running an Effective Relationship:

  • Share context (board pack) in advance.

  • Focus meetings on decisions.

  • Create accountability (owner, due date, metric).

  • Encourage candor and challenge.

  • Close the loop by reporting outcomes.

Common Mistakes to Avoid:

  • Hiring for fame over fit.

  • Vague scope.

  • Over-indexing on one dimension.

  • Ignoring team buy-in.

  • No metrics.

Conclusion: Invest in the Right Non-Exec to Unlock Your Next Stage

Your next phase of growth will require new decisions, new focus, and new capabilities. A strong non-exec gives you strategic lift, sharper execution, and the courage to say no to the wrong opportunities. Define your goals, map the skills you need, hire for values and impact, and set clear guardrails. Do this well and you’ll reduce risk, accelerate learning, and move faster with confidence.

If you’re serious about scaling your agency, start your search this month. Write your goals, build a short-list, run structured interviews, and test with a small engagement. The right non-exec won’t just advise your growth—they’ll help you achieve it.


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