Stéphane Rogovsky – Get to know our VAB member

We are pleased to introduce you to Stéphane Rogovsky who joined the VAB community from Dubai in the United Arab Emirates (UAE). He is an experienced leader in the banking and finance sector and more recently has developed a passion for influencer marketing: specifically, building governance frameworks to deliver greater discipline in this space. He recently published a book on this topic that we have shared announcements about in our VAB News newsletter on our social media channels. Stéphane is founder and CEO of the company Kaizenology and serves in board advisor roles with businesses such as Loyal VC, STS Capital Partners and Transworld Business Advisors. Feel free to contact him to learn more about his continuing portfolio career journey. 

What inspired you to become a member of the Virtual Advisory Board community?

After a career that spans banking operations, operational transformation, entrepreneurship and industry governance, I reached a point where the most valuable asset I have is not a role, but context: understanding how decisions actually land on the ground, across markets, cultures and industries.

When I relocated to Dubai, I was very deliberate about avoiding transactional networking. VAB stood out because it brings together senior operators, founders and advisors who are willing to have real conversations, without posturing or immediate agendas. That matters to me. My work today sits at the intersection of governance, operating models and trust-based decision-making. Whether that is advising boards, supporting companies in scale or transition, or connecting the right people when there is genuine strategic fit, VAB is a community where that way of working makes sense. If something concrete comes out of it, great. But the primary motivation was to engage with people who think long term, operate responsibly and understand that value is created well before a formal role ever exists.

In what area do you feel board advisors can add the most value for Boards of Directors (BoDs) and executive teams?

Board advisors add the most value where strategy meets operational reality. Boards are very strong on vision, finance and high-level risk. Where things often break down is in the translation: how a strategic decision is actually implemented, adopted by teams and executed across complex organisations, markets or partners. That’s where an experienced board advisor can be decisive. Someone who understands operating models, governance, incentives and human behaviour can stress-test decisions before they hit the organisation, surface blind spots early, and help management avoid costly second-order effects. I also believe advisors add disproportionate value in moments of transition: scaling phases, restructurings, market expansion, regulatory change, leadership change or reputational risk. These are moments where decisions look sound on paper but can fail badly without practical insight. In short, the strongest board advisors are not there to replace management or duplicate financial expertise. They add value by ensuring that what the board approves can actually work in the real world: both sustainably and responsibly.

What would be your dream company/organisation to work with as a board advisor/NED?

My ideal company to work with as a board advisor or non-executive director would be one where operational discipline genuinely matters. My first career was built in banking operations, i.e., in highly regulated and complex environments. That background gives me a strong operational and risk mindset, and this is where I believe I could add value across industries. Any organisation facing a need to scale, regulatory pressure, execution risk or post-growth complexity would be relevant. This includes corporates, portfolio companies or founder-led businesses transitioning to a more structured operating model.

Separately, I built a second career in influencer marketing, an area that has grown into a major strategic and reputational risk for brands but is still largely under governed. Because of that experience, I would also see strong potential value in working with advertising groups, influencer agencies or consumer brands where influencer marketing plays a significant role. In those contexts, the opportunity is to bring governance, structure and accountability to an area that is often treated as purely creative or tactical.

So my “dream” can be framed at two levels. First, across sectors, I want to work with organisations that need stronger operational foundations and execution discipline at scale. Second, more specifically, I would love to work with advertising agencies and brands where influencer marketing is material, but where governance and operating frameworks are still missing or inconsistent.

What book would you recommend to VAB members that might improve their skills in corporate governance, board advisory or boosting board-to-executive team communications?

If I had to recommend one book, I’d probably mention Boards That Lead by Ram Charan. Not because it gives the answers, but because it highlights a reality many people underestimate: the gap between boardroom decisions and operational reality. That said, I’m not convinced books are where most governance skills are truly built.

From my experience working with senior executives, leadership teams and boards from the operational side, the real learning happens through discussion, exposure and peer exchange. Sitting with people who have already navigated difficult trade-offs, imperfect information and real accountability teaches far more than any framework. Books can help structure thinking and vocabulary. But judgement, influence and board-to-executive dynamics are learned through dialogue, challenge and mentorship. That’s also why I see strong value in communities like VAB.

Is there anything else you'd like to share?

I don’t see board work as a title or an end goal. I see it as a responsibility that comes after you’ve been exposed to complexity, failure, trade-offs and real-world consequences. My path hasn’t been linear: banking operations, operational transformation, entrepreneurship, influencer marketing governance, rebuilding after things went wrong. That mix is intentional, not accidental. What I’m really interested in is helping organisations avoid the disconnect between strategy decided at the top and reality on the ground: whether that’s across industries through an operational lens or more specifically in areas like influencer marketing where governance is still immature.

If there’s one thing I’d add, it’s this: I value substance over optics and long-term impact over quick wins. That’s the lens through which I engage with people, boards, organisational leaders and opportunities.