He typically takes a minority stake and agitates for change, often getting board representation, as was the case at Motorola and ImClone.
In addition to help with financing and other operational matters that Centre provides, it also offers its portfolio company management teams access to its Centre Operating Partners, or COPs, a group of current and former top-level executives that can offer industry-specific expertise and often take board roles.
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All too often, the board words the performance criteria in "babel-speak, " says John Kapitan, senior vice president at Stern Stewart, a shareholder-value consultancy in New York.
In the audit committee's favour, however, the report says that Lord Black often misled the board, and that its members co-operated fully with the company's investigation.
Often brought on board before any actor is ever hired, the role of these companies is to compile a list of what they believe are necessary coverages associated with the film.
This tale of woe highlights the fact that small businesses often lack on-board IT talent.
Here, political pragmatism often goes by the board as every idea gets tested against philosophic first principles.
Its 14-member board was often at war with an 87-strong policymaking council elected by the trust's 310, 000 members.
He said that water companies "across the board" often set themselves the most expensive budgets for new schemes, much higher than they need.
Directors associated with financial misrepresentations are often dismissed from the board of their fraudulent company but, interestingly, subsequently they also regularly get the boot at another board.
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Delicate judgment on the part of the board is often required in any statement as to why the misconduct of the CEO has led to his or her departure.
And the need to invest in six-figure chunks often means coming on board later in a startup's life cycle, when there's less risk and more ability to put large amounts of money to work.
It holds meetings that shadow formal board meetings and often trump their decisions, particularly on staff appointments.
They subsequently patched up their differences but the sense of unrest at the club continued, not least in the often difficult working relationship the board shared with manager Benitez.
In Germany, cross-shareholdings often extend to cross-board memberships.
Messrs Skelcher and Davis's research, which predated the Nolan reforms, also found evidence that the great and the good were to a large extent self-selecting: even in quangos where ministers have the final say, they found that most new members were chosen by the existing board often by personal recommendation.
With budgets being culled across the board, marketing is often the first for the chop.
Dr. Rick Arthur, medical director of the California Horse Racing Board, said too often officials have played "gotcha" with owners and trainers, who had to worry they would be penalized for race-day residue from drugs that were legal and medically necessary when they were used.
As long as directors are nominated by existing board directors on the nominating committee, which often includes the CEO, they will continue to empathize with the CEO of the company on whose board they sit.
They're so convoluted and measurement defying, they're often sold by the pound instead of board foot.
It said prisoners serving indeterminate sentences were often delayed in going before the parole board.
And even when the cash is there, an incompetent public sector often cannot get projects off the drawing board.
John Merry, vice-chair of the Local Government Association's Children and Young People Board, said there were often good reasons for placing a child in a residence some distance away from their home.
Board certification, a designation conferred by a private organization, is often the capstone of an arduous process of training and the requirements to even sit for the board examination exceed the requirements for state licensure.
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Often such projects are kept on the drawing board not by lack of money but by politics and planning.
But having a successful predecessor sitting on the board (and, as is often the case with second-act chief executives, a big shareholder to boot) cannot have made life easy for David Pottruck, who had taken over from Mr Schwab in 2003.
In addition to having to make up for often very substantial, but contingent equity, pension and other values left behind, the board wants, by definition, someone who is successful where he or she is and more often than not needs to be induced to change course.
The composer constructs a situation on the board that is theoretically possible, although often highly improbable.
These settlements are often the result of an unholy relationship between the board of directors and former managers.
They live in a modest apartment in Williamsburg, and often have friends over at night to play German board games.
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