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• • News & Publications – Articles published for the American Bar Association, The Conference Board, International Finance Corporation (World Bank), U.S. Chamber of Commerce, Bloomberg News and others on Good Corporate Governance, Board Transitional Situations and Board of Directors Development.
• • About Masters-Rudnick – For comprehensive answers to critical questions, CEOs and Boards can turn to Masters-Rudnick & Associates.
• • • Jon J. Masters, Principal – As a corporate governance specialist and trusted advisor to CEOs, corporate staffs, and boards of directors on good corporate governance issues and board dynamics, Jon Masters draws on broad and deep experience.
• • • Alan A. Rudnick, Principal – To a specialization in all aspects of good corporate governance, Alan Rudnick brings extensive experience having served as a former general counsel and corporate secretary and as a former assistant state attorney general, and having worked in private law practice, in finance, and as the principal of his own governance consulting firm.
• • • How We Work – We Listen, We Establish Trust, We Implement, We’re Practical.
• • Services – Our services are designed to help our clients successfully implement governance best practices, achieve alignment between board and CEO, manage new relationships, reach better decisions, and meet investors and insurers expectations for best practices.
• • Representative Assignments – Board Alignment and Dynamics, Board and Committee Assessment, Best Practices, Good Corporate Governance Advising, Confidential Sounding Board, Codes Of Ethics, Family Owned Businesses.
• • Good Corporate Governance – Preoccupied in recent years with digesting and mastering the mechanics of Sarbanes-Oxley and stock exchange rules, boards of directors and CEOs are now returning to larger questions about good corporate governance practice and its role in building value by fostering better overall company performance.
• • • Definition of Good Corporate Governance – We ground our approach in a comprehensive understanding and definition of good corporate governance, but with a decidedly practical bent. We focus on three interlocking elements, each of which entails significant challenges for all boards: Law, Implementation and Human Dynamics.
• • • Corporate Governance Law, Practice and Theory – The principals of Masters-Rudnick & Associates have served on all sides of the governance table: as directors, senior corporate officers, general counsel and corporate secretaries, and as advisers to CEOs, boards, and corporate staff.
• • • Corporate Governance Strategy – Through good corporate governance practices, our clients increase board effectiveness that helps realize the company’s strategies and long-term goals.
• • Board Transformational Situations – Today, more than ever, companies are likely to experience significant upheavals that can profoundly affect the roles, relationships, and dynamics of the board of directors.
• • • Crisis Prevention Versus Crisis Management – The best way to manage a crisis is to prevent it in the first place.
• • • Facilitating Board Transformations – Transformational events can test CEOs and boards as they’ve never been tested.
• • • The Transformation of Board Dynamics – Significant events cannot only transform corporate governance structures and procedures but also board dynamics, the crucial interactions among directors, between the CEO and directors, and between independent and executive directors that determine board effectiveness.
• • Board of Directors Development – Ongoing board of directors’ development is essential for improving board effectiveness.
• • • Board of Directors Structure – Investors, insurers, regulators, and creditors demand board of directors’ structure, composition, staffing, and practices that produce good corporate governance and minimize the risks that poor governance engenders.
• • • The Board Director’s Role – Every key constituency—from investors to D&O insurers, creditors, and public regulators—expects good corporate governance by board directors who understand their roles and responsibilities and who have forged an effective working relationship with the CEO and senior management.
• • • Board Assessment – Assessments play in different ways. The annual board assessment and committee evaluations of board and director effectiveness have become best-practice staples of U.S. good corporate governance.
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