The Age of Judgment ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­    ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏  ͏ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­ ­  
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06/25/26 – Issue 11.25 – Your weekly news on all things board. 

Directors Domain Header 22-1

What happens when today's success strategy meets tomorrow's challenges? Arguably, there’s value in holding onto board members who have seen the most playbooks. So perhaps it’s no surprise that America's boardrooms are getting older as organizations increasingly rely on veteran directors to help navigate uncertainty, geopolitical volatility, and technological disruption. Yet that trend arrives at a moment when boards are also being asked to navigate opportunities and risks with few historical precedents. Companies across industries confront new questions around their governance responsibilities as disruption abounds, from oversight to disclosure to risk management. To wit, Uber's board is facing shareholder allegations that directors failed to respond to repeated warnings about rider safety. The BBC is wrestling with the tension between transparency and confidentiality, and the SEC's retreat from climate disclosure requirements places greater emphasis on board judgment. Prediction markets create a brand new source of headaches for boards and the notion of using AI in the boardroom brings a new level of peril. This week's roundup is a reminder that as boards take on challenges they've never faced before, experience may be one of the more valuable assets in the room.

And if you really want to know how boards are dealing with 2026’s level of complexity, check out our just published 2026 Board Performance Benchmark Report. 

In the Spotlight

 

Missed Signals

Shareholders allege Uber's board overlooked years of warnings about driver misconduct, raising fresh questions about oversight of mission-critical risks

 

Uber board was sued on Monday by shareholders who accused management and directors of letting the ride-sharing company cut corners on compliance, leading to thousands of lawsuits from victims of sexual ​assault and harassment. In a complaint filed in San Francisco federal court, shareholders…said board members ignored repeated internal and external warnings ⁠about Uber's alleged failure to address sexual abuse by drivers. Shareholders said oversight failures were also ​a factor in two lawsuits last year by the federal government… Monday's so-called derivative lawsuit seeks to require directors to reimburse Uber for their alleged breaches of fiduciary duties and securities law violations, with proceeds benefiting shareholders.” REUTERS

 

 

From Boardspan this Week:

 

Hot Off the Press: Boardspan’s 2026 Board Performance Benchmark Report

 

This year’s Benchmark Report reveals an unexpected outcome: notwithstanding governance getting more complex, boards appear to be getting better at their work. The findings highlight where boards are making measurable progress, where blind spots remain, and key issues directors can bring back to their boardrooms to ensure agility.

Read the Full Report Here

Across the Board

 

Grey Matters

As companies cling to seasoned directors amid uncertainty, questions are emerging about whether board experience is crowding out renewal and future-ready expertise

 

“America’s public-company boardrooms are greying fast. The share of corporate directors over the age of 70 has jumped to 22.7% of all board members at companies in the Russell 3000 index, up from 18.4% in 2023… Boomers in many cases are holding onto their board seats at the behest of companies seeking to ride out macro uncertainty and placate a White House intent on stamping out diversity, equity, and inclusion policies… Companies “are looking for CEOs with experience in these cycles” to join or stay on their boards…. Holding onto older directors for longer could put companies at a disadvantage, especially as artificial intelligence rises up the list of board priorities… As companies continue to pull from the same group of older directors, they run the risk of their personnel pipelines going stale.” MONEYWEB

 

The Skills Equation

Board effectiveness has never been more closely tied to board composition, now with data to show why this is the case

 

“As businesses face volatility and market shifts, many corporate boards are having to make critical decisions amid heightened uncertainty to help top management deliver growth while strengthening resilience. Having broader functional experience in the boardroom could help enterprises adapt more effectively to shifting market conditions. To assess that potential, we examined how directors’ career backgrounds may influence the capabilities of Fortune 100 boards, drawing on the last six leadership roles held by each director." HARVARD LAW SCHOOL FORUM ON CORPORATE GOVERNANCE

 

Keeping it in the Minutes

The BBC chair's decision to withhold board communications has sparked fresh questions about transparency and the governance value of confidentiality

 

“It was the BBC crisis that resulted in a lawsuit from the U.S. president, but the British broadcaster’s chair has personally refused to release key information relating to the debacle because he believes it is not in the public interest. Samir Shah has blocked Deadline’s efforts to disclose written discussions between board members during the week in which a botched Donald Trump edit spiraled into a catastrophe, forcing the resignations of the director general and head of news. Shah ruled that releasing a cache of 18 documents under the Freedom of Information Act would ‘inhibit’ the BBC board’s ability to hold ‘free and frank’ discussions, undermining the ‘safe space’ that the board needs to debate ‘sensitive and urgent matters.’ … Deadline appealed Shah’s ruling, raising questions over whether the chair had a conflict of interest in blocking disclosure because he was heavily involved in the board communications about the Trump error.” DEADLINE

 

Less Prescription, More Discretion

As regulators step back from climate reporting mandates, boards are being asked to exercise greater judgment in navigating an increasingly fragmented disclosure landscape

 

“The [SEC] last month moved to dispense with a 2024 rule requiring public companies to disclose their climate-related risks. If successful, the void left by the recission would add to the patchwork of evolving rules, investor scrutiny, and global mandates facing U.S. public companies as climate-related exposures intensify. It would also result in a return to judgment, consistency, and governance as the hallmarks for ensuring that climate-related disclosures remain defensible and aligned with a company’s broader risk management practices.” LOCKTON

 

Betting on the Boardroom

As prediction markets expand beyond politics and sports, boards may need to rethink insider trading and securities policies

 

“The Commodity Futures Trading Commission (CFTC) has regulated trading of event contracts, such as weather contracts, for decades. Since 2024, when Kalshi and Polymarket began offering event contracts on election results, prediction markets have grown rapidly in popularity and the types of contracts being offered has significantly expanded. Today, major prediction market platforms offer both retail and institutional traders the opportunity to purchase contracts in a wide range of markets, including sports, culture, politics, crypto, economics and finance. In the past, investors who wanted to trade based on expectations about the success or failure of a company were generally limited to transactions in the securities markets… These new markets also present new ways for corporate insiders to trade on company information improperly. Boards may need to reconsider policies that address the use of prediction markets by directors and employees.” SKADDEN

 

The Cost of Control

As SpaceX shares retreat from their post-IPO highs, critics are revisiting the governance concessions investors accepted to buy in

 

“The SpaceX IPO asked public investors to accept significant financial risk with minimum unprecedentedly low level of legal protection. Less than a month after listing, the market and the governance critics have delivered their initial verdicts. SpaceX initially priced at $135 per share on June 11, 2026, raised $75 billion in the largest IPO in history, and closed its first day of trading up 19%... The offering pushed Elon Musk's net worth to an estimated $1.1 trillion, making him the world's first trillionaire on paper. The stock then surged further, reaching an all-time high of $225.64 on June 16, 2026… However, as of June 23, 2026, SPCX has corrected more than 20% from that peak, falling for three consecutive sessions on a combination of analyst caution, financial pressure, and a governance backlash that has moved from prediction to public record. This DE Insight examines the four interlocking provisions that preemptively caused concern and that drove the recent backlash: 1) an uncapped executive compensation package conditioned on colonizing Mars; (2) an 85.1% voting block with no sunset; (3) mandatory arbitration of securities claims; and (4) a Texas derivative standing threshold requiring tens of billions of dollars in stock to effect any meaningful change.” THE NATIONAL LAW REVIEW

 

Off the Record? Think Again.

AI-generated transcripts and draft minutes could reshape board confidentiality, attorney-client privilege, and litigation exposure

 

"Artificial intelligence (AI) tools for board-related work have matured quickly… But the convenience comes with potential pitfalls, and directors need to be alert to them. The stakes are particularly high for AI-generated board minutes, because minutes can turn candid boardroom discussions into a lasting governance record… Board meetings often cover business updates, strategic planning and legal matters. Directors may speak frankly during those discussions, and disagree, and many of their comments are intentionally omitted from formal minutes. AI-generated transcripts and minutes can capture far more detail than traditional minutes…. Such recordings can potentially chill open director discussion… Another risk to bear in mind is that recordings, transcripts and AI-produced draft minutes would likely need to be turned over to adversaries in litigation, potentially exposing candid, confidential exchanges among directors.” SKADDEN

From Aisles to Ad Tech

The retailer's latest acquisition signals how traditional businesses are reinventing themselves for a digital-first economy

 

“Walmart is paying $1.4 billion to purchase a French advertising-technology firm, according to people familiar with the matter, investing heavily to continue its efforts to compete with Amazon for new advertising revenue streams. On Tuesday Walmart announced it would buy Vibe.co, a company that enables advertising through connected televisions, particularly focused on small and medium-size advertisers that often have smaller budgets and less access to large ad-buying teams. Vibe.co’s technology will enable that growth…. Walmart aims to help more advertisers launch connected-TV campaigns and better measure their business impact…. The Vibe.co acquisition is Walmart’s largest since it purchased Vizio for $2.3 billion in 2024.” WALL STREET JOURNAL

 

Walking Onto Wall Street

Agility Robotics' planned public debut signals growing investor confidence that humanoid robots are moving from prototype to commercial reality

 

“Agility Robotics, a startup that makes humanlike robots used in manufacturing facilities and warehouses, is set to go public in a deal valuing it at about $2.5 billion…. Agility is set to merge with dealmaker Michael Klein’s special-purpose acquisition company, Churchill Capital Corp. XI, and list under the ticker symbol AGLT. Agility’s customers include Amazon.com, which uses the company’s products in warehouses, logistics company GXO, car-parts manufacturer Schaeffler and Toyota Motor Manufacturing Canada, according to the company… Agility’s competitors in humanoid robotics include established companies such as Tesla and Boston Dynamics, as well as startups such as Figure AI and Apptronik.” WALL STREET JOURNAL

    Seat at the Table

    • Fortinet appoints to its board Derek Kan, former VP of Business Operation and Global Marketing at Shopify

    • Biotechnology company Illumina nominates to its board Daniel Skovronsky, Chief Scientific and Product Officer of Eli Lilly and Company

    • Centene Corporation welcomes to its board Lauren Tyler, former EVP and Global Head of HR for JP Morgan Chase Asset & Wealth Management

    • Technology company Einride AB appoints to its board R. Lynn Atchison, former CFO of HomeAway

    • Global professional services firm Huron elects to its board Shoshana Vernick, Co-Founder and Managing Partner of Avathon Capital

    • Powersports company Polaris Inc. announces to its board the appointment of Dustin Semach, President and CEO of Sealed Air Corporation

    • Cincinnati Financial Corporation elects to its board Lisa Franchetti, former Chief of Naval Operations of the U.S. Navy

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    About Boardspan
    Boardspan helps boards raise the bar on their critical governance mandates by combining cutting edge digital capabilities with high-touch consulting services. They are leaders in board assessments, individual director & CEO evaluations, board succession strategy & search, skills & composition analyses, and bespoke advisory work. Boardspan’s focus is entirely on boards, delivering deep experience, objectivity, an analytical orientation, and insight-driven recommendations. Boardspan works with public, private and non-profit organizations across all verticals including consumer, healthcare, financial services, technology, industrials and non-profit. Specific clients include Archer Daniels Midland, Autodesk, Blue Shield (CA), Boston Beer Company, Colgate-Palmolive, e.l.f. Beauty, HubSpot, Ingersoll Rand, KKR, Lam Research, the PGA, Roblox, Salesforce, the USOPC, and scores more.

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