New Year’s Boardroom Resolutions
from January/February 2007
Twelve directors reveal their plans—and some irreverent dreams—for 2007.
To focus more time and attention on strategy and CEO succession, and to install a more formal director-education program.
Vincent L. DiVito, 46
Vice President and CFO, Lonza Inc., Allendale, New Jersey
Directorships: Riviera Holdings, VendingData Corp.
My fellow directors of LifePoint Hospitals and I have resolved to focus our meetings and energies on strategies the company needs for the next five to 10 years. Boards have responsibility for the forest as well as the individual trees.
Ricki Tigert Helfer, 51
Consultant, Financial Regulation & Reform International, New York City
LifePoint Hospitals Inc.
I hope for greater dialogue between directors and shareowners, which might lead to more respect and trust. Also, that management—the third part of the corporate governance triangle—becomes more open and comfortable with the dialogue.
Richard H. Koppes, 60
Attorney, Jones Day, Cleveland
Apria Healthcare, Valeant Pharmaceuticals
I have resolved to get to know better the internal management people who might replace the management people that we see at the board meetings.
John M. Sabin, 52
CFO and General Counsel, Phoenix Health Systems, Gaithersburg, Maryland
Competitive Technologies Inc., Hersha Hospitality Trust, North American Scientific, Prime Group Realty Trust
To push for establishment of long-term strategy, increased board-member performance, and improved governance.
Gerald W. Hepp, 69
CEO, Gnosis Praxis Ltd., Southfield, Michigan
Miva Inc.
As chairman of the board, my New Year’s resolution is to assure a positive atmosphere
in which problems can be brought up for board advice or resolution.
Paul J. Hoeper, 60
Chairman, Versar Inc., Springfield, Virginia
Resolved: to stay very connected with management and the fundamental strategic plan for our business, and to stay “best in class” in corporate governance matters.
Todd B. Martin, 40
Partner, Martin Capital Management LLP, Elkhart, Indiana
St. Joseph Capital Corp.
Governance activists won’t like to hear it, but I vow to never add a board member who at least one trusted current director does not already know very well. This doesn’t mean an absence of diversity of opinion, but an absence of political infighting.
Robert E. Mittelstaedt Jr., 63
Dean, W.P. Carey School of Business, Arizona State University, Tempe
Innovative Solutions & Support Inc., Laboratory Corp. of America
Among my resolutions is, first, to continue to maintain focus on important issues such as strategy and intelligent succession planning. Also, to ensure that the culture of the board encourages challenging discussions so people aren’t scared to say the baby is ugly.
Stuart R. Levine, 59
Chairman and CEO, Stuart Levine & Associates LLC, Jericho, New York
Gentiva Health Services
My resolution is to increase diversity in the boardroom—to help educate directors to see the vision and wisdom that diversity adds to the thought process behind strategy, to the questions in the boardroom, and to a better understanding of the customer base.
Marilyn R. Seymann, 64
Associate Dean of External Affairs, Arizona State University, Tempe
Maximus
I resolve to help guide Northeast Utilities toward a culture that continues to value our customers, communities, shareholders, and employees while also being flexible and open to changes in the industry and in our world.
Cotton M. Cleveland, 54
President, Mather Associates, New London, New Hampshire
Northeast Utilities
Resolved, that Senator Paul Sarbanes and Representative Michael Oxley each become the CFO of a public company and be required to complete a detailed audit checklist demonstrating their understanding of and compliance with their marvelous creation. May they then have to pay for the CPAs’ periodic testing of compliance out of their own pockets.
Jeffrey A. Silver, 60
Senior Partner, Gordon & Silver Ltd., Las Vegas
Riviera Holdings
