#45 You Belong on a Board: A practical path for CX/product leaders to the boardroom
Jeff Bezos is said to keep an empty chair at the board table to represent the customer. It’s clever. It’s also telling, and, frankly, a bit of an insult. If the customer really is our most valuable asset, why symbolize their voice with an empty chair instead of inviting someone who actually understands customers and how value is created?
Across the boards I’ve seen over the years, a clear customer focus is still the exception. That’s a missed opportunity, especially for Swedish SMEs.
This text is adapted from a presentation on board work that I gave on 24 October 2025 for 40 Swedish design and product leaders. It is also a follow-up on “Stop Admiring Leaders for Listening to Customers” that I wrote in May.)
The opportunity
In 2024, Sweden had 6,908 mid-sized companies (50–249 employees) and 40,474 small companies (10–49) (Ekonomifakta/SCB). Many of these companies have plateaued. In revitalized SMEs that reignite growth after years of stagnation, almost half recruited external board members in the years leading up to renewed growth. External competence matters.
If you work in CX/UX/product, that competence might be you.
What boards actually do
Board work isn’t an honorary appointment; you don’t sit on a board, you work. A board typically:
- ensures compliance with laws and policies and manages risk deliberately
- establishes governance and cadence and clarifies roles, decision forums, and documentation
- oversees finances and approves budgets, forecasts, and audited accounts
- sets direction and allocates capital to the highest‑impact priorities
- appoints and supports the CEO and plans succession for continuity
This isn’t an advisory seat. Directors have fiduciary duties and personal legal liability. If you don’t do the work properly, you can be held to account.
What design & CX leaders add
When boards include leaders who truly understand customers and product, a few good things tend to happen:
- Growth plans stay grounded in real needs and market fit.
- Less “gut feel” and more confidence through data and validated insight.
- Focus and capital flow to things that move customer and shareholder value.
- Customer experience becomes a strategic advantage, not a cost.
- Product practices, leadership, and processes scale sustainably.
Complement, don’t replace
A strong board is a portfolio of complementary strengths. Apart from dedicated founders, I love working with experienced finance leaders, lawyers, and operators who cover the formal and financial dimensions so I can focus on design, product, and customer value. A great chair orchestrates the team and safeguards the formalities. Priceless.
Where the leverage is greatest
Startups and scale‑ups clearly benefit from customer‑anchored decisions. But I think the biggest, most overlooked opportunity is with plateaued SMEs. Companies that have been stable for years and could grow again with better customer insight, sharper prioritization, and a more disciplined approach to experimentation and learning.
Considering a board role?
If you are considering your first board role, here are a few things you can do to get going.
- Start small. A startup, non‑profit, or advisory board can be a great way to learn.
- Make it visible. Tell your network, update LinkedIn, and signal the kind of board work you want.
- Clarify your value. Position customer insight, digital product development, and evidence‑based decision‑making as strategic skills, not “design garnish.”
- Focus your outreach. Target SMEs and leaders you already know or truly want to support.
- Invest in learning. Take board training or certification so you understand roles, duties, and liability.
A 30‑day challenge
We need more CX, UX, and product leaders to step up. In the next 30 days, I challenge you to take at least one concrete step towards your first role.
You belong in the boardroom, not as an empty chair, but as a strong voice for customers and for the unique value your perspective brings.