Mission One: The Executive Edge

How to Be an Effective Board Member (Build Breakout Companies)

In this episode of Mission One: The Executive Edge, Gerard Miles and Dan Hampton welcome back Nick Button-Brown, Chair of the UK Video Games Council, to unpack what it really takes to serve as a board adviser or non-executive director, especially at early-stage startups. What You’ll Learn * How to shift from “I know the answer” to “here's one perspective” * When to stay silent and when to be the voice challenging assumptions * Why you should never accept executive action items as a board member * The three core expertise areas that qualify you for board roles * How to assess cultural fit when selecting board members or advisors If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here [https://www.fame.so/follow-rate-review]. This episode is brought to you by Mission One [https://missionone.io/], an executive search and advisory firm helping leadership teams make high-stakes hires with clarity, precision and long-term impact. To learn more about how we support senior hiring beyond the podcast, visit our website (https://missionone.io/ [https://missionone.io/]) and connect with us. FAQs Q: How much equity should a startup adviser expect? A: Around 0.5% of share capital for a pure early-stage startup where there’s no cash compensation. Once a company has raised £10M+, a director's fee for your time is more appropriate. Q: What's the biggest mistake new advisers make? A: Taking on action items. The moment you own a task, you become the bottleneck. Your job is to review, guide, and give frameworks. The founders execute. If you leave a board meeting with a to-do, something went wrong. Q: How do you give a founder tough feedback without destroying their confidence? A: Use the 5-to-1 ratio: five positives for every negative. When you do need to challenge something, don’t declare it wrong. Ask questions instead. If they can't explain it after several attempts, they'll usually reach the conclusion themselves. Q: When should a startup formalize its board? A: When you take your first institutional money. Angel round? A casual advisory setup is fine. But the moment VC money comes in, you need proper records, formal decision-making, and a small board. Q: What's the best way to break into board work? A: Angel investing. Put a small check into a company in a space you’re curious about, then show up and be useful. Over 12 months, you'll build a real relationship with the founders, learn the sector, and naturally earn the conversation about a formal role. Episode Resources: * Nick Button-Brown on LinkedIn [https://www.linkedin.com/in/nickbuttonbrown/] * UK Video Games Council Website [https://videogamescouncil.org.uk/] * The Games Angels Website [https://thegamesangels.com/] * Gerard Miles on LinkedIn [https://www.linkedin.com/in/gerard-miles/] * Dan Hampton on LinkedIn [https://www.linkedin.com/in/dan-hampton-41614019/] * Mission One: The Executive Edge on Apple Podcasts [https://link.missiononepod.com/aiz] * Mission One: The Executive Edge on Spotify [https://link.missiononepod.com/c8i] * Mission One: The Executive Edge on YouTube [http://www.youtube.com/@MissionOne-TheExecutiveEdge] Mission One: The Executive Edge is handcrafted by our friends over at: fame.so [https://www.fame.so/?utm_medium=podcast&utm_source=bcast&utm_campaign=masters-of-community-with-david-spinks?utm_medium=podcast&utm_source=bcast&utm_campaign=fame-client]

Why Most Executives Never Make It to the Boardroom (And How to Break In) | Nick Button-Brown

How do you actually land your first board seat? In this episode of Mission One: The Executive Edge, Gerard Miles and Dan Hampton are joined by Nick Button-Brown, Chair of the UK Video Games Council, to detail the path from executive to board director. What You’ll Learn * Why your first board seat is brutally hard and how to get it anyway * The mental shift from executive decision-maker to strategic advisor * How to match your skills to company needs at the right time * The compensation spectrum from startup equity to six-figure director fees * How to build a portfolio that maximizes impact without burning out If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here [https://www.fame.so/follow-rate-review]. This episode is brought to you by Mission One [https://missionone.io/], an executive search and advisory firm helping leadership teams make high-stakes hires with clarity, precision and long-term impact. To learn more about how we support senior hiring beyond the podcast, visit our website (https://missionone.io/ [https://missionone.io/]) and connect with us. FAQs Q: How do I actually get my first board seat when no one will give a first-timer a chance? A: Start with a charity trusteeship. School boards and small charities are always looking for volunteers, and the governance experience maps directly onto company director work. The first seat is the hardest. By the fifth, it becomes almost routine. Q: What's the real difference between being an executive and being a board member? A: Control. As an executive, you can fix things yourself. As a board member, you can only advise. Sometimes the founder will ignore you entirely, and you have to be okay with that. Q: How much do board members actually get paid? A: At startups, usually just a small equity stake. At PE-backed companies, non-executive director fees typically run $25K-$75K per year for roughly half a day to a day per month. Q: What makes someone a genuinely good early-stage board member? A: The best ones don’t hand founders answers. They share their own wrong answers and help founders learn to decide for themselves. If you’ve made yourself redundant in five years, you’ve done the job well. Q: How much time does a board role actually take, and can I do it alongside a full-time job? A: Plan for roughly half a day to a day per month for a formal non-executive role, and less for a charity trusteeship, which is exactly why trustee work is the easiest way to start while still employed full-time. Episode Resources: * Nick Button-Brown on LinkedIn [https://www.linkedin.com/in/nickbuttonbrown/] * UK Video Games Council Website [https://videogamescouncil.org.uk/] * The Games Angels Website [https://thegamesangels.com/] * Gerard Miles on LinkedIn [https://www.linkedin.com/in/gerard-miles/] * Dan Hampton on LinkedIn [https://www.linkedin.com/in/dan-hampton-41614019/] * Mission One: The Executive Edge on Apple Podcasts [https://link.missiononepod.com/aiz] * Mission One: The Executive Edge on Spotify [https://link.missiononepod.com/c8i] * Mission One: The Executive Edge on YouTube [http://www.youtube.com/@MissionOne-TheExecutiveEdge] Mission One: The Executive Edge is handcrafted by our friends over at: fame.so [https://www.fame.so/?utm_medium=podcast&utm_source=bcast&utm_campaign=masters-of-community-with-david-spinks?utm_medium=podcast&utm_source=bcast&utm_campaign=fame-client]

The AI Divide in Executive Hiring (Most Leaders Are Behind)

AI is changing how executives work, hire, and lead. However, not always in the ways people assume. In this episode of Mission One: The Executive Edge, Gerard Miles and Dan Hampton share what they’re hearing from senior leaders about AI, recruiting, and the future of executive work. What You’ll Learn * How AI is reshaping executive work and why leaders can no longer rely on “traditional” ways of operating * What separates AI-native executives from the rest * Why using ChatGPT casually isn’t enough anymore and what real AI adoption looks like for senior leaders * How AI is actually being used in recruiting today across sourcing, outreach, and executive hiring workflows * The role of human judgment in an AI-driven world and why it remains the ultimate differentiator at the executive level * What the future of executive teams looks like as leaders become more tactical, AI-enabled, and closer to the product If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here [https://www.fame.so/follow-rate-review]. This episode is brought to you by Mission One [https://missionone.io/], an executive search and advisory firm helping leadership teams make high-stakes hires with clarity, precision and long-term impact. To learn more about how we support senior hiring beyond the podcast, visit our website (https://missionone.io/ [https://missionone.io/]) and connect with us. FAQs Q: How is AI impacting executive hiring? A: AI is improving parts of the hiring process, such as candidate sourcing, outreach, and interview note-taking. However, at the executive level, hiring still depends heavily on conversations, references, and proven track records rather than automation. Q: Will AI replace executives? A: AI is not replacing executives, but it is changing the skills required to succeed. Leaders who understand how to use AI effectively will have a competitive advantage over those who don’t. Q: What does “traditional work” mean in the context of AI? A: “Traditional work” refers to roles and workflows that do not use AI tools. As AI adoption grows, work that doesn’t leverage AI may become less efficient and less competitive. Q: What skills do executives need in the AI era? A: Executives need a mix of domain expertise, strategic thinking, AI literacy, the ability to build or experiment with AI tools, and strong judgment and decision-making. The ability to combine human insight with AI capabilities is becoming critical. Q: Should candidates use AI during the hiring process? A: It depends on the company. Many organizations allow AI for case studies or preparation, but candidates are expected to demonstrate their own thinking, judgment, and understanding during interviews. Q: Can AI improve interview performance? A: Yes. AI can help analyze interview transcripts, identify patterns, and provide feedback on questioning style and candidate evaluation. This can help interviewers improve over time. Q: What is the future of AI in executive search? A: AI will likely enhance data analysis, candidate matching, and interview insights. However, executive search will continue to rely on human relationships, trust, and nuanced evaluation. Episode Resources: * Gerard Miles on LinkedIn [https://www.linkedin.com/in/gerard-miles/] * Dan Hampton on LinkedIn [https://www.linkedin.com/in/dan-hampton-41614019/] * Mission One: The Executive Edge on Apple Podcasts [https://link.missiononepod.com/aiz] * Mission One: The Executive Edge on Spotify [https://link.missiononepod.com/c8i] * Mission One: The Executive Edge on YouTube [http://www.youtube.com/@MissionOne-TheExecutiveEdge] Mission One: The Executive Edge is handcrafted by our friends over at: fame.so [https://www.fame.so/?utm_medium=podcast&utm_source=bcast&utm_campaign=masters-of-community-with-david-spinks?utm_medium=podcast&utm_source=bcast&utm_campaign=fame-client]

Negotiating Your Worth: The Executive Playbook for Compensation

In this episode of Mission One: The Executive Edge, Gerard Miles and Dan Hampton unpack one of the most misunderstood aspects of executive hiring: compensation negotiation. Despite its importance, many senior leaders approach compensation conversations without a clear strategy. Some avoid discussing money until the final stages, while others anchor too early and limit their potential upside. Gerard and Dan explain why both approaches can create friction and how thoughtful preparation changes the entire dynamic of the negotiation. The conversation begins with market research. Before entering any negotiation, candidates need to understand their market value through compensation reports, recruiter insight, and conversations with trusted industry contacts. This is particularly important when moving into new sectors, such as AI or high-growth startups, where compensation structures and equity dynamics can differ dramatically from traditional corporate roles. Gerard and Dan also discuss the delicate balance between transparency and leverage. Candidates do not need to disclose their current salary, but sharing a well-researched range can help anchor the conversation productively and prevent wasted time. In many cases, early clarity allows both sides to determine whether alignment is possible before investing weeks in interviews. A major theme of the episode is the importance of understanding the structure of compensation, not just the headline number. Executive packages often include equity, performance bonuses, and long-term incentives that can vary significantly depending on company's stage and geography. Gerard and Dan encourage candidates to model different scenarios - good exit, base case, and downside, to understand the real value of an offer. Finally, the hosts highlight the “prepared to walk away” rule that protects both sides. If a candidate counters and the company meets their request, backing out afterward damages trust and credibility. Similarly, if the offer truly doesn’t work, declining cleanly preserves relationships for future opportunities. For executives navigating career moves and hiring leaders structuring competitive offers, this episode offers a clear framework for approaching compensation conversations with professionalism, transparency, and strategic intent. What You’ll Learn * How to research your market value before entering compensation negotiations * Why sharing salary expectations strategically can prevent wasted time * How compensation structures differ between startups, scale-ups, and large corporations * What questions to ask about equity, vesting, and bonus structures before accepting an offer * Why modeling good, base, and downside scenarios helps clarify the real value of equity * The right way to structure a counter-offer without damaging trust * Why consolidating negotiation points into a single conversation builds credibility * The signals candidates send during negotiation and how they shape the future working relationship * Why the “prepared to walk away” rule is critical when negotiating executive compensation If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here [https://www.fame.so/follow-rate-review]. This episode is brought to you by Mission One [https://missionone.io/], an executive search and advisory firm helping leadership teams make high-stakes hires with clarity, precision and long-term impact. To learn more about how we support senior hiring beyond the podcast, visit our website (https://missionone.io/ [https://missionone.io/]) and connect with us. FAQs Q: Why is it important to know your market value before entering a compensation negotiation? A: Because negotiation becomes much easier when you understand what similar roles pay across your industry and stage of company. Dan and Gerard emphasize gathering multiple data points from peers, recruiters, compensation reports, and venture-backed benchmarks before you ever enter a process. Without that context, candidates risk anchoring on the wrong expectations or underselling themselves in the market. Q: Should candidates reveal their current compensation during a hiring process? A: Not necessarily. Candidates are not obligated to disclose their current compensation, and in some places it is even illegal for employers to ask. However, sharing some context around expectations, ranges, or structural preferences can help avoid wasting time later in the process. The key is balancing transparency with strategy so both sides know they are operating within a realistic range. Q: What should you do if your compensation needs are outside the typical market range? A: It’s best to disclose that early in the process. If you require unusually high cash compensation or special terms due to personal circumstances, relocation, or financial commitments, sharing that upfront prevents both sides from investing time in a process that cannot ultimately work. Early transparency allows companies to assess whether they can structure an offer that meets your needs. Q: Why is understanding the structure of an offer just as important as the headline number? A: Because many offers, especially at startups or high-growth companies, contain multiple components such as base salary, bonuses, equity, and long-term incentives. Gerard highlights that the real value often lies in the details of how these components work together. Candidates should ask to speak with someone who understands the mechanics of the offer and walk through scenarios to understand potential outcomes. Q: How long should candidates take to respond to an offer? A: Taking a few days to evaluate an offer is completely reasonable, especially if you want to consult mentors or family. However, candidates should generally avoid taking longer than about a week without communicating clearly. Going silent can signal disinterest or suggest that you’re leveraging the offer elsewhere, which can weaken trust before the working relationship even begins. Q: What is the best way to negotiate if the offer is lower than expected? A: Approach the conversation with honesty and a collaborative tone. Instead of framing it as confrontation, explain why the offer doesn’t meet your expectations and what would make the decision easier. Express genuine interest in the role while outlining the adjustments needed for you to feel confident joining. This keeps the conversation constructive and focused on reaching a mutually beneficial outcome. Q: What is the most important rule when making a counteroffer request? A: Only counter if you are prepared to accept the role if your request is granted. Dan stresses that when candidates ask for changes, companies often spend internal capital securing approval from leadership or compensation committees. If the company delivers what you asked for and you still walk away, it damages trust and can burn important professional bridges. Episode Resources: * Gerard Miles on LinkedIn [https://www.linkedin.com/in/gerard-miles/] * Dan Hampton on LinkedIn [https://www.linkedin.com/in/dan-hampton-41614019/] * Mission One: The Executive Edge on Apple Podcasts [https://link.missiononepod.com/aiz] * Mission One: The Executive Edge on Spotify [https://link.missiononepod.com/c8i] * Mission One: The Executive Edge on YouTube [http://www.youtube.com/@MissionOne-TheExecutiveEdge] Mission One: The Executive Edge is handcrafted by our friends over at: fame.so [https://www.fame.so/?utm_medium=podcast&utm_source=bcast&utm_campaign=masters-of-community-with-david-spinks?utm_medium=podcast&utm_source=bcast&utm_campaign=fame-client]

How to Hire Top Product Leaders in Gaming

In this episode of Mission One: The Executive Edge, Gerard Miles and Dan Hampton explore one of the most consequential hires a mobile gaming company can make: a world-class product leader. Unlike many roles in tech, the product function in gaming sits at the intersection of game design, data science, live operations, and monetization strategy. The right product leader can turn a struggling title into a breakout success or build the foundation for a billion-dollar franchise. The wrong hire, however, can stall a studio’s momentum and derail entire product roadmaps. Gerard and Dan begin by unpacking how the product discipline in gaming evolved. Modern gaming product leadership grew out of the social gaming era and the rise of free-to-play mobile titles, creating a hybrid role that blends creative instincts with analytical rigor. The result is a highly specialized talent pool that has only existed for the past 15–20 years. One of the central challenges in hiring for this role is distinguishing between executives who truly drove a game’s success and those who were simply along for the ride. Gerard describes the difference as identifying “needle-movers” versus “passengers.” A leader associated with a hit game isn’t necessarily the person responsible for its growth. Understanding who actually influenced retention, monetization, and long-term player engagement requires deep network intelligence, back-channel references, and careful analysis of the game’s lifecycle. Gerard and Dan also highlight the importance of evaluating impact beyond surface-level metrics like rapid growth. In some cases, the strongest product leaders are those who stabilized struggling titles or successfully managed games through difficult transitions. Turning a declining product into a stable one can demonstrate strategic discipline, operational clarity, and resilience - qualities that are just as valuable as explosive growth. For gaming founders, studio executives, and hiring leaders building high-performing product teams, this episode offers a candid look at the realities of recruiting in one of the most specialized talent markets in tech. What You’ll Learn * Why the product leader role has become the most critical hire in modern mobile gaming studios * How to distinguish between “passengers” and true “needle-movers” behind successful games * Why the global mobile gaming talent pool extends far beyond Silicon Valley * The major international hubs where elite gaming product leaders actually operate * How to evaluate real product impact beyond simple growth metrics or headline success stories * Why turnaround and stabilization experience can be as valuable as hypergrowth * How the product function in gaming differs from traditional tech product management * Why exceptional product leaders in gaming are so rare and how that scarcity changes hiring strategy * What companies should be willing to flex on to secure generational product talent If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here [https://www.fame.so/follow-rate-review]. This episode is brought to you by Mission One [https://missionone.io/], an executive search and advisory firm helping leadership teams make high-stakes hires with clarity, precision and long-term impact. To learn more about how we support senior hiring beyond the podcast, visit our website (https://missionone.io/ [https://missionone.io/]) and connect with us. FAQs Q: Why is hiring a product leader one of the most critical decisions a mobile gaming company can make? A: Because product leadership sits at the center of how a game actually succeeds. In mobile gaming, the product function blends game design, data science, live operations, and monetization strategy. The right leader can transform a struggling title into a breakout hit or scale a promising concept into a global franchise. The wrong hire, however, can stall product momentum and misdirect an entire roadmap. Q: What makes product leadership in gaming different from traditional tech product roles? A: Gaming product leaders operate in a hybrid discipline. Unlike traditional SaaS product management, gaming product leaders must balance creative judgment with deep analytical thinking. They’re responsible for understanding player behavior, retention curves, monetization mechanics, and live game economies, while also collaborating closely with designers, engineers, and marketing teams to shape the player experience. Q: What does it mean to identify “needle-movers” versus “passengers” in gaming leadership? A: Many executives are associated with successful games, but not all of them actually drove the success. “Needle-movers” are leaders who directly influenced key outcomes such as retention, monetization, and long-term engagement. “Passengers,” on the other hand, were present during a successful run but may not have been responsible for the growth. Distinguishing between the two requires careful analysis of a game’s lifecycle, deep industry references, and strong network intelligence. Q: Why can rapid growth metrics be misleading when evaluating product leaders? A: Hypergrowth often reflects timing, market dynamics, or a strong underlying concept rather than individual leadership impact. Some of the most capable product leaders demonstrate their value by stabilizing declining games, improving retention, or managing complex transitions. Those achievements reveal strategic discipline, operational clarity, and resilience that raw growth metrics may overlook. Q: Where are the world’s top mobile gaming product leaders actually based? A: The talent pool is far more global than many companies assume. While Silicon Valley remains influential, many of the best gaming product leaders operate in international hubs across Europe and Asia where major mobile studios have grown. Companies that restrict their search geographically often miss a significant portion of the available talent. Q: Why are exceptional gaming product leaders so rare? A: The role itself is relatively young. Modern gaming product leadership emerged during the rise of social gaming and free-to-play mobile titles roughly 15–20 years ago. Because the discipline is so specialized and still evolving, the number of leaders who have repeatedly built, scaled, and operated successful live games remains very small. Q: What should companies be willing to flex on to secure top product talent? A: Companies often need to be flexible on structure, scope, or compensation to secure truly elite leaders. When a product executive has demonstrated the ability to materially influence the success of major titles, the upside they create can far outweigh the cost of the hire. The key is recognizing generational talent early and moving decisively when you find it. Episode Resources: * Gerard Miles on LinkedIn [https://www.linkedin.com/in/gerard-miles/] * Dan Hampton on LinkedIn [https://www.linkedin.com/in/dan-hampton-41614019/] * Mission One: The Executive Edge on Apple Podcasts [https://link.missiononepod.com/aiz] * Mission One: The Executive Edge on Spotify [https://link.missiononepod.com/c8i] * Mission One: The Executive Edge on YouTube [http://www.youtube.com/@MissionOne-TheExecutiveEdge] Mission One: The Executive Edge is handcrafted by our friends over at: fame.so [https://www.fame.so/?utm_medium=podcast&utm_source=bcast&utm_campaign=masters-of-community-with-david-spinks?utm_medium=podcast&utm_source=bcast&utm_campaign=fame-client]