Formation and growth
Structuring initial boards, recruiting independent directors, establishing meeting discipline and preparing companies for institutional capital.

Board service is not a collection of titles. It is repeated exposure to consequential decisions—capital, leadership, risk, transactions, conflict and accountability.
Structuring initial boards, recruiting independent directors, establishing meeting discipline and preparing companies for institutional capital.
Acquisitions, mergers, public offerings, recapitalizations and the board processes required when ownership and control change.
CEO selection, succession, replacement and the separation of governance authority from day-to-day management.
“Governance is not management. Management runs the company. The board ensures the company is well run.”
A governing board must challenge assumptions, demand complete information and act for the corporation—not for individual directors, investors or management. Constructive tension is an asset. Rubber-stamping is a governance failure.
That distinction has guided Dennis’s service as director, chairman, presiding director and chief executive across companies at every stage.
The portfolio includes public, venture-backed, founder-led and closely held enterprises across technology, software, services, healthcare, media and other industries.