Pennsylvania CPA Journal
Many CPAs view a seat on a board of directors as a significant career milestone, but they aren't always sure how to pursue it. This feature explains the steps that interested CPAs should take and shares the perspectives of four professionals who have succeeded in achieving a seat on a board.
As accounting and finance professionals climb the leadership ranks at their firm or business, joining a board of directors is often viewed as a vital – and sometimes necessary – component of a successful career. People join boards to share their experience and expertise, expand their professional networks, and contribute to a cause they care about. Many professionals view board seats as a significant career milestone, but they aren’t always sure how to pursue them.
Regardless of the board seat you’re seeking, a tactical plan can help you get there. You don’t need to be born into high society or have a genius IQ to earn a seat at the table, but what you do need is intention, effort, and strategy. And if you’re thinking of joining a board, there’s no better time to start than now.
We spoke with four finance leaders, including three CPAs, who serve on boards of well-known companies and nonprofits. We asked how they secured their first board seat and what it takes to gain access to multiple leadership opportunities. Their insight and direction helped lay out the following three-step guide for how accounting and finance professionals can land a board seat.
Build Your Network with Intention and Be Direct
Each of the finance leaders we spoke with shared a range of advice for landing a board seat. One item they agreed on was to build and refine a solid network. We’ve all heard about how a strong network can open doors to new career opportunities and new business.1 The same is true for securing an exciting and rewarding board seat.
Terry Connors, CPA, a retired partner with KPMG and the audit committee chair of AdaptHealth, Suburban Propane, and FS Credit Real Estate Income Trust, insists that you “can’t just retire at 60 or 65 and decide you will join boards. That’s too late. You need to start the process when you’re working. Develop your network and stay in touch with your network. All my boards came through my network. It’s someone who knows you, knows you well, and knows your skills.”
Connors had a goal of attending one event per week, either for a nonprofit organization or industry group, and he knew who he wanted to network with before the event started. “I went with a purpose and didn’t plan to stay the whole evening,” Connors says, emphasizing the importance of being strategic.
Professionals seeking counsel from Connors are sometimes met with what he considers a blunt message. “A lot of people think they want to join a board and … I’m happy to chat with them to give thoughts,” Connors says. “[But] I suggest they develop skills and contacts to join a board today. It’s never too late.”
Jerry Maginnis, CPA, who is chair of the board of Centri Business Consulting and the current audit committee chair for Cohen & Steers Mutual Fund Complex and inTEST Corporation, landed his board appointments through clients or colleagues he worked with while at KPMG. A retired managing partner of the Greater Philadelphia office of KPMG and author of Advice for a Successful Career in the Accounting Profession, Maginnis advises making two lists as an early step in a tactical plan. The first list should include 10 to 15 people with whom you have worked closely and who respect and think highly of you. The second list should include people in a position of influence, such as local CEOs or business leaders. Compare the lists. If you have three to five overlapping names, “go after those people proactively.”
When contacting people who can help you, it’s OK to be direct. “Ask them to help you. Don’t assume people think you want to serve on a board,” Maginnis says. “Let your network know you’re interested.” State why you are a strong candidate for a board seat and solicit advice: ask who else you should talk to.
Jane Magpiong, current independent director for the Cohen & Steers Mutual Fund Complex and past member of the boards of the United Way and San Francisco Ballet, said a former direct report and participation in nonprofit board roles helped her land her first public company board seat.
She agrees with Maginnis’s advice on clearly stating your intentions. Magpiong, who is also the former president of the Private Bank for Bank of America and leader of Teachers Insurance and Annuity Association’s (TIAA) wealth management group, says that a close connection in your network “might get a call for something they aren’t interested in, but if they know you want to serve on a board, they’ll refer you.”
Chris Bruner, CPA, is the former managing partner of EY’s Philadelphia office and currently chairs the board of The Mann Center (performing arts venue) and the audit committees of Main Line Health and Essential Utilities (formerly Aqua). A client of Bruner’s retained Ballard Spahr as legal counsel on a transaction, and he formed a friendship with the law firm’s securities practice leader, Justin Klein. Klein, who at that time chaired the board of directors of the Mann Center, became Bruner’s mentor and helped him land on the board.
Start Early
Even if you’re just beginning your career and trying to determine where your professional journey may lead, it’s never too early to start building relationships and identifying the types of organizations you want to get involved with. Many experts agree that nonprofit groups are a great way to start this journey.
According to Liz Colodny, senior associate director, executive MBA and alumni career development, at the Samuel Curtis Johnson Graduate School of Management at Cornell University, “Most midcareer graduates are contributing to nonprofit boards, as corporate board roles are generally reserved for C-suite executives or those close to that leadership level.”2
Magpiong suggests pursuing nonprofit involvement, especially for causes you are passionate about. It’s a win-win: you’re making an impact at an organization that needs your help while creating connections you might not have made otherwise.
Connors concurs, stressing, “Getting involved in nonprofits is a great way to develop skills, contribute, and learn along the way. You need to roll your sleeves up and dive in. Nonprofits are always willing to attract the experience of CPAs. They are task-oriented, accept the mission, and meet the objective. Don’t be passive; be active to gain expertise.”
Connors was an audit senior with Arthur Andersen when he was asked to join the finance committee of the Philadelphia YMCA. He admitted to feeling “anxious” by the opportunity because the other members of the finance committee were well-known senior-level executives in Philadelphia. He shared his feelings with his managing partner, who told him to stick it out, trust him, and “go back and learn.” The managing partner was prophetic: Connors indeed stuck it out and eventually joined the larger YMCA board of directors while serving on the finance and executive committees.
Getting involved in nonprofit boards is a pathway to for-profit board opportunities, according to Bruner, thanks to the deep connections you forge with your community and its influential leaders. Additionally, Bruner suggests targeting boards with strong reputations because they likely have members who belong to other boards you might have an interest in joining too. “Every role has an ecosystem,” Bruner says. “Once you’re involved in that ecosystem you meet people, and continue to meet people.”
Round Out Your Skillset
An intentional and tactical plan can help lead you to securing a board seat. Certain skills, however, will be needed to help you follow through on that plan.
Connors strongly believes CPAs and accounting professionals already possess the skills and knowledge that all types of boards need. “The CPA skillset is a very valuable one,” Connors says. “It’s not easy to recruit for an audit committee.”
As an auditor in public accounting, Connors often interacted with public company board members, which positioned him to learn about corporate governance. As he points out, “People think they understand governance, but unless you’re a part of an organization, you don’t really know. The only way to acquire the skill is to be part of a board.”
KPMG developed a partnership with the National Association of Corporate Directors (NACD), and Connors joined the group, eventually becoming president and chair of the board of NACD’s Philadelphia chapter. NACD meetings, of which Connors made a point to attend as many as he could, were a gold mine of corporate governance connections and information. “I learned something new every time I went to a meeting,” Connors says.
Bruner agrees, and uses a baseball analogy to highlight the point. “You need a fastball,” Bruner says, which is a pitch that nearly every pitcher must have to succeed in the game. For CPAs, their fastball is “anything finance, accounting, and audit related. Boards need that expertise,” Bruner says.
Technical competency is just one tool in the skillset, though. In fact, Maginnis believes strong board members separate themselves from the pack by demonstrating other critical skills. “As a managing partner, I sat in a lot of boardrooms and learned a lot,” Maginnis says. “You need to interact as a business person and offer insights and value-added advice based on a broader experience.”
Maginnis mentions the importance of communication skills and being willing to ask the hard question. “But do it in the right way,” he advises. Magpiong takes it a step further, subscribing to the “noses in, fingers out” principle. “Ask the right questions, but it’s not your job to run the company.” She cites collaboration skills and the need for emotional intelligence. As board members, “You are the guardians” and “you want to help the organization see the ‘what if,’” Magpiong says.
Other Critical Observations
Some may think this path is only for A-type personalities. Connors, however, points out that there is room on boards for introverts. In fact, he counts himself as one. “Being an introvert or not – it’s who you are. You can be very effective if you’re the person not doing all the talking. If you have something to say, and you raise your hand, people will listen. You need to understand what everyone else is thinking before driving toward a conclusion.”
Maginnis believes it’s critical to be a well-rounded professional and knowledgeable about current events. Maginnis says being so, “Allows you to have more effective conversations and develop relationships with people. You need to be more than one dimensional.”
Bruner simplifies the approach: “Focus on the value you bring and be as personable as possible. People do business with people they like.”
Along the lines of networking, Magpiong suggests getting on the radar of executive search firms. Not only are they sometimes retained to fill board seats, but they typically have tons of connections in the market and stay current on the latest news involving local businesses and organizations. “It’s worth building relationships with executive search firms, even if you aren’t looking for a new job,” she explains.
Depending on the size of the firm or company you work for, you may have some valuable resources at your fingertips. Maginnis, for instance, cited BRITE – Board Readiness Initiative for Transitioning Executives – a program that KPMG provides that encourages team members to get involved in board leadership. “Other companies may have options like this, so take advantage of it,” Maginnis says.
Bruner received similar inspiration from EY. “As soon as I made manager, I started attending audit committee meetings. EY was always encouraging us to get involved with organizations that are strategic and have a passion,” he says.
Final Thoughts
Landing a board seat as an accounting or finance professional doesn’t happen by chance. It takes intention, effort, and strategy. As the insights in this feature from seasoned board members reveal, there’s no singular path to the boardroom, but there is a simple process. Intentionally build and nurture your network, and start early, especially with nonprofit boards that align with your passions. These opportunities not only allow you to give back but also serve as a proving ground for developing governance experience and demonstrating leadership.
A technical background in accounting, finance, or audit is a critical asset, but it’s not the only thing boards are looking for. Communication skills, business acumen, emotional intelligence, and a collaborative mindset are all essential traits of effective board members. The most impactful professionals are those who can offer thoughtful insight, ask the right questions, and support an organization’s mission without overstepping operational boundaries.
Whether you’re early in your career or approaching retirement, the key takeaway is to start now. Build relationships, stay engaged, and keep learning. Board service is as much about who knows you as it is about what you know. With a tactical plan and the right mindset, accounting and finance professionals are well-positioned to bring meaningful value to the boardroom and to reap the personal and professional rewards that come with it.
1 The topic was covered in the fall 2025 issue of the Pennsylvania CPA Journal, “From Job Search to Leadership: Networking Gets You There,” page 22.
2 Liz Colodny, “So You Want to Join a Board … Are You Ready,” Inside SC Johnson, Cornell University SC Johnson College of Business (Dec. 5, 2024).
Jim DeLuccia is director of market outreach and interim services at Attolon Partners. He can be reached at jdeluccia@attolon.com.
Ryan G. Lafferty, CPA (inactive), is a founding partner of Attolon Partners, an executive search firm specializing in accounting and finance placements headquartered in Philadelphia, and a member of the Pennsylvania CPA Journal Editorial Board. He can be reached at rlafferty@attolon.com.