Building THE "go-to" board education and networking platform for leaders in transition
VAB Advisory Board chair Ivan Comerma speaks about his new role in guiding the community platform into its next growth phase.
You’ve just been named chairperson of VAB’s advisory board. What mission have you outlined with VAB founders Mark and David?
As the newly appointed chairperson, my mission, aligned with Mark and David, is to propel VAB into a thriving ecosystem that serves the diverse needs of its almost 900 members. Our focus is on cultivating a community that is more engaged, diverse, active and helpful; thereby making VAB a meaningful engagement platform for all members. By bringing in innovative strategies in governance, financial sustainability and business development, our goal is to establish VAB as the go-to professional development framework for executives seeking to reach new horizons in the governance and advisory board ecosystem through customised networking and enriched learning content.
Looking back at your experience in the SMB, start-up, and family office space, what skills and experience will you draw on to advise and guide the VAB leadership team?
My twelve years of experience across listed companies, SMBs, start-ups, and family offices have equipped me with a diverse skill set in strategy development, governance, and financial sustainability. I will leverage this background to introduce best practices for planning board journeys; bringing to VAB innovative ideas in business development. My aim is to guide VAB’s leadership in creating a robust, adaptive organisation capable of navigating the complexities of the current economic landscape: including the rise of AI and inflationary pressures.
What is your first priority as you begin working with Mark and David in analysing how VAB works as an organisation and how it could function more efficiently?
My first priority is to conduct a comprehensive analysis of VAB’s current operational framework. This involves identifying areas for improvement in efficiency and effectiveness. By collaborating closely with Mark and David, and the whole VAB Team, we will pinpoint key metrics and establish a roadmap for optimising organisational processes. This foundational work is crucial for ensuring that VAB can scale effectively while maintaining the high standards expected by our members.
How will you support and guide VAB’s founders in planning a future services and programme offering and also in terms of the organisation’s global expansion?
Supporting Mark and David in planning future services and programs involves a multifaceted approach. I will contribute by leveraging my experience in global business development to identify opportunities for expansion and partnership. Together, we will design a suite of services that not only meet VAB members’ current needs, but which also anticipates future trends and demands. This strategic planning (impacting both the community platform and the members too) will be integral to VAB’s evolution into a global leader in executive networking and professional development.
What one word would you use to describe the type of organisation VAB should be by year-end 2025?
Meaningful.