Gayle Crowell’s View from the Boardroom
Experience: 25+ corporate seats
Current positions:
Board Director - Hercules Capital
Board Director - Pliant Therapeutics
Lead Director - Fexa
Strategic Advisor - Centerbase (also former Executive Chair)
What made you decide that you wanted to become a corporate board member?
As a technology company executive, I was always intrigued by the decisions being made at the board level. I came to understand that effective directors bring both depth and breadth—pairing strong operating experience with the ability to think strategically across a wide range of issues. Over time, I began to recognize those same skills in my own work, which made board service feel like a natural evolution of my career—an opportunity to contribute at a higher level, focused on long-term value creation, governance, and impact. As my experience grew, so did my awareness of how few women were in those rooms—an insight that became a meaningful motivator in my journey.
Once you decided to work on getting onto a corporate board, what were some of the first things you did?
Candidly, I didn’t begin by pursuing a board role in a structured way—my first opportunity emerged through relationships I had built over time. But once I recognized the path I was on, I became far more intentional - investing in my development, deepening my understanding of governance, and actively positioning myself for board service. What began organically quickly evolved into a focused and deliberate effort to build the experience and perspective required to contribute meaningfully at the board level.
When I mentor women today, I encourage them to be proactive about their interest in board service—raising their hand early, developing the right experience and relationships, and making their ambitions known.
How did you get connected to your first board seat?
The Managing Partner of a large private equity firm approached me about a CEO role at one of their portfolio companies. While I ultimately declined that opportunity, the managing partner expressed interest in continuing the relationship and suggested I consider serving on a portfolio company board so we could work together.
That introduction proved to be pivotal. It led to a long-standing relationship that spanned more than 15 years and provided a strong foundation for my board career. It also reinforced how critical relationships and reputation are in opening doors—something I now actively help other women navigate.
How long did it take you to get your first corporate board seat after you started devoting time to the process?
Once I expressed interest, the process moved relatively quickly, and I joined my first board within less than a year. In today’s environment, the timeline can often be longer, which makes intentional preparation and network-building even more important.
What steps did you take to prepare for the board interview process that benefited you most?
I invested a significant amount of time in developing the distinct skill set required for board service—recognizing early on that it differs meaningfully from operating roles. Through reading, research, board leadership seminars, and conversations with experienced directors and executives, I focused on building capabilities in governance, oversight, and long-term strategic thinking. This deliberate approach helped me shift from an execution-oriented mindset to one centered on asking the right questions, exercising sound judgment, and contributing effectively at the board level.
That distinction is one I now emphasize when coaching women preparing for board service, as it is often the most critical mindset shift.
What characteristic or behavior do you believe was critical to your success in landing your first board role?
Confidence in my ability to add significant value was foundational. I’m naturally intellectually curious and deeply committed to continuous learning, which allowed me to build credibility quickly. Just as important, I recognized that board service requires a distinct mindset—you must contribute meaningfully alongside highly accomplished leaders. I was intentional about how I would differentiate myself: bringing strong financial and operational insight, a strategic lens, and a disciplined approach to asking thoughtful, clarifying questions that move discussions forward. That clarity around my unique value has been a critical success factor—and is something I now actively help other women define for themselves.
What has surprised you about the reality of board service versus the expectations you had going in?
The level of commitment and rigor required for effective board service was greater than I initially anticipated. While I had experience working with investors as an operator, serving as a director—representing shareholders—demands a distinct level of accountability, discipline, and judgment.
In many boardrooms—particularly early on in technology and financial services—I was often the only woman at the table. That experience made clear how much stronger boards are when they include diverse perspectives: women often bring rigorous preparation, thoughtful risk assessment, and a nuanced ability to synthesize stakeholder impact. The most effective boards balance these approaches to drive better decisions, a belief that continues to shape my commitment to both contribute meaningfully and help broaden board composition.
How do you feel your board service complements or enhances your professional career?
Board service has been deeply additive - expanding my perspective on how to build scalable, resilient, and enduring businesses while sharpening my strategic judgment across a range of complex issues. It has also provided a meaningful platform to contribute beyond the boardroom—through mentoring, coaching, and actively advocating for more women to step into and thrive in board roles.
If you are currently employed, how do you feel your board service complements or enhances your value to your employer?
Board service enhances my value by expanding my perspective across industries, business models, and governance practices. It deepens my appreciation for how critical relationships are in the boardroom—where trust, credibility, and influence shape outcomes—and strengthens my ability to think strategically, assess risk, and engage effectively with boards and investors. It has also reinforced that a woman’s perspective is not just valuable but essential, bringing differentiated insight that leads to stronger, more balanced decisions. Those same insights inform how I coach and advise other women preparing for board service.
Is there anything you wish you would have done sooner?
I would have been more intentional about building and investing in my network earlier in my career. While I’ve been fortunate to serve on more than 25 corporate boards, those opportunities were not originally driven early on by a structured plan. Once your board value becomes known, more opportunities naturally come your way.
For the women I mentor today, my advice is straightforward: take a deliberate approach to networking, positioning, and relationship-building—while actively leveraging board leadership seminars, board focused women’s organizations and networking groups for female directors.
What is the one essential piece of advice you’d offer to senior-level executives pursuing their first board seat?
Be intentional.
First, understand and clearly articulate your value in the context of board service—not just as an operator.
Second, develop a concise and compelling board value proposition that differentiates you.
Third, treat this as a strategic initiative: build a plan, cultivate targeted relationships, create a pipeline of opportunities, and execute consistently over time.
And most importantly, seek out communities and organizations such as Women in The Boardroom that are actively working to expand access for women.
What is a favorite quote that inspires you?
“If you are sitting around the table but you say nothing, that’s a lost opportunity. The reason you’re there is because you have something valuable to add.”
— Rosalind Brewer, Corporate Board Director – Amazon and Starbucks
This resonates deeply with me because it reflects both the responsibility and the opportunity of board service. Board service is not a spectator sport – it is an active, high stakes opportunity that demands rigorous preparation, deep expertise and full commitment. The true value of a director is not measured by their mere presence in the boardroom but by their contribution – asking the hard questions, challenging assumptions and contributing informed perspectives when it matters most. Highly effective boards are shaped by directors who lean in, not sit back.
Complete this sentence:
I wish I had more time to do…. more creative work—especially modern fiber/fabric art and design, modern quilting, and photography. While I am deeply committed to my professional work, creative expression provides balance and perspective. I also love spending time outdoors - walking on the ocean, hiking and cycling are some of my favorite weekly activities. It is also when I do some of my best strategic thinking.
Closing
Over time, my personal board experiences became a catalyst for something much more meaningful: a commitment to helping facilitate more opportunities for other talented and qualified women. With women holding 35% of the S&P 500 board seats, we have made good progress but still have room to improve.
Consequently, I continue to dedicate a significant amount of my time to mentoring, coaching, and speaking with women who are pursuing board service. I work closely with wonderful organizations such as Women in the Boardroom who are doing excellent work helping women on their journey to the boardroom. Supporting women as they prepare for—and step into—board roles is work I find both energizing and deeply rewarding.
I am honored to have been named to the NACD Directorship 100 in 2025, a national recognition of leading corporate directors. What matters most, however, is helping more women take their seats at the table—prepared, confident, and ready to make a lasting impact.
