In the evolving world of board and executive leadership, one trend is standing out more than ever: the sharp rise in demand for advisory board members, and the remarkable shift in how these roles are being valued and remunerated.
For many years, advisory board roles were seen as second-tier—important but less prestigious (and certainly less lucrative) than formal Non-Executive Director (NED) appointments. But times have changed. With increasing legal exposure, heightened fiduciary risk, and a complex regulatory environment surrounding formal directorships, many seasoned professionals are turning their attention toward advisory boards—and for good reason.
“The corporate regulator has made clear that directors must be more accountable than ever, particularly as governance responsibilities expand around ESG, cyber, and risk management.” — The Australian Financial Review, March 2025
Why Advisory Boards Are Booming
At Tiger Boards, we manage thousands of advisory board placements annually—many of which are driven by private equity, venture capital, family offices, and high-growth private enterprises. These organisations are facing enormous complexity: global expansion, digital transformation, succession planning, and capital events. They need guidance. But they don’t always need (or want) a formal board structure.
Enter the advisory board.
These boards offer strategic insight without fiduciary responsibility, allowing business owners and founders to access high-calibre thinking, while giving experienced executives a flexible and lower-risk way to stay engaged and make a real impact.
And increasingly, they’re being remunerated accordingly.
Advisory Board Fees Are on the Rise
Gone are the days of unpaid advisory roles or token honorariums. Today, remuneration for advisory board members is not only competitive—it can be highly lucrative.
Here’s what we’re seeing across the market:
- Baseline fees for advisory board participation typically begin at $5,000 to $10,000 per meeting.
- Annual compensation often starts around $60,000, with many executives earning $100,000–$120,000 per year for regular contributions.
- Chairing an advisory board can command $150,000–$200,000+, especially within substantial family offices or high-growth businesses.
- Equity, profit-share, or performance bonuses are frequently part of the package—especially where there’s an M&A event or scale-up trajectory.
“There’s a growing recognition that advisory board members—especially those with deep industry expertise or capital market connections—should be compensated in line with the value they bring.” — SmartCompany, October 2024
In some private capital environments, I’ve seen individual clients earn well over $1 million per annum through multiple advisory mandates. These aren’t one-size-fits-all board roles—they’re bespoke, dynamic engagements where the advisor often plays a pivotal role in value creation.
What Makes a Strong Advisory Board Candidate?
Unlike traditional board roles, advisory appointments tend to be more targeted and time-sensitive. You might be brought in for:
- A merger or acquisition strategy
- Market entry into Asia or another international expansion
- Capital raising readiness
- Deep sector-specific transformation (e.g., healthtech, renewables, fintech)
As a result, organisations are willing to pay a premium for individuals with highly relevant, hands-on experience, strong networks, and the ability to deliver commercial insights with agility.
What also makes this model attractive? Flexibility. Advisory board work is often a blend of formal meetings, strategy days, mentoring sessions with the CEO, or even pitching support. It allows professionals to remain engaged, impactful, and intellectually stimulated—without the all-encompassing responsibility of an executive role.
Key Considerations for Advisory Board Professionals
While the opportunity is compelling, it’s not without its guardrails. If you’re moving into advisory work, here are a few legal and structural essentials:
- Ensure your engagement letter clearly distinguishes you as an advisor—not a de facto or “shadow” director.
- Include robust indemnity clauses, and avoid giving direction on matters that would expose you to unintended liabilities.
- Maintain clarity that your role is advisory in nature, with the organisation’s directors ultimately responsible for decision-making.
“ASIC has warned that individuals acting as de facto directors may be held liable, even if they are not officially appointed. Clarity of role and documentation is essential.” — The Sydney Morning Herald, February 2025
Final Thoughts: It’s a Win-Win
As more executives rethink their next chapter post-C-suite—and as more businesses look for agile, expert advice without over-complicating their governance structure—advisory boards are emerging as the perfect solution.
Done well, these engagements are strategic, high-trust, and commercially rewarding. For experienced professionals looking to stay connected to business, contribute meaningfully, and be paid fairly for their expertise, advisory board work is not only valid—it’s thriving.
My advice? Don’t overlook the advisory path. It may not come with the title of “Director,” but it certainly comes with impact, influence, and increasingly, an impressive pay packet.