The Maverick Entrepreneur: Why Hire a Non-Executive When You Know Best?

There’s one breed of entrepreneur that stands out: the maverick. You know the type - visionary, risk-taker, disruptor. They’ve got a great idea, and they’re ready to scale it to the moon. Naturally, they surround themselves with an experienced board of non-executives, brimming with wisdom, to help steer the ship. But here’s the twist: once the advice starts rolling in, it’s casually tossed aside. Why? Because, of course, the entrepreneur knows best. Why listen to the grey-haired sage when your gut (and your knack for Googling solutions) is all you really need?

This phenomenon is far from rare.

In fact, it’s practically a rite of passage in the entrepreneurial journey. The paradox of seeking out advice only to ignore it is a well-documented trait. So, let’s take a closer look at this curious breed of business owner who hires non-execs, nods politely, and then proceeds to take the business in the complete opposite direction.

The Art of Assembling the Dream Team

The first step, naturally, is hiring the best of the best. Every entrepreneur worth their salt knows the importance of a stellar non-executive team. Whether it’s navigating an acquisition, a tricky investor, or scaling internationally, a solid board can be the key to making those high-stakes decisions. And let’s not forget that having a few heavyweight names on the team is a great way to impress potential buyers. “Oh yes, Sir Robert is on our board. He once took a ￡200m company to a ￡3bn exit.” It’s the kind of statement that gets the champagne corks popping in investor meetings.

So, our maverick entrepreneur taps into their network and finds a board full of accomplished non-execs. They carefully handpick the most experienced ones - maybe a few former CEOs, a finance guru, and a marketing whiz. They’ve seen it all, done it all. They’ve even got the t-shirts to prove it (well, more likely bespoke suits, but you get the picture).

Once the dream team is assembled, the entrepreneur beams with pride. They’ve officially ticked the ‘get serious advice’ box, and it’s on to the next stage. The problem? The advice that follows rarely fits with the vision they have in their head. Because, let’s be honest - no one understands their business quite like they do.

The Meeting Room Tango: Nodding Along but Thinking ‘Nope!’

In the first board meeting, the non-execs enthusiastically dive into their roles, offering sage advice. There’s usually talk of governance, risk management, and of course, financial prudence. They caution against too much debt, advise a steady scale-up, and suggest testing the waters before diving into new markets.

The entrepreneur, meanwhile, listens politely, nodding at all the right moments. They take notes, add thoughtful pauses, and say things like, “That’s definitely something I’ll consider.” It’s a dance we’ve all seen before. But while the non-execs leave the room feeling like they’ve delivered pearls of wisdom, our entrepreneurial hero is already plotting how to do things their own way.

Why? Because deep down, they know they’re onto something special. Sure, the non-execs have experience, but this isn’t their business. They don’t feel the same burning passion. They don’t understand the ground-breaking nature of this particular venture. What worked for them might not work here, right?

Why Follow a Map When You Can Make Your Own?

The irony is that many entrepreneurs go through the motions of hiring a non-exec board purely because it’s expected of them. When seeking investment or planning an exit, the sight of seasoned hands on deck reassures stakeholders. It suggests that everything is under control, that wisdom is guiding the ship. But the truth is, for many founders, the non-execs are more of a decorative feature than a true engine of change.

Because who needs a map when you’re a trailblazer? The non-execs suggest caution, but the entrepreneur feels like caution is for people who want to play it safe. The board talks about sustainable growth, but our maverick? They’re eyeing a blitzscaling strategy they found on LinkedIn last night. Yes, it’s risky. Yes, it could go spectacularly wrong. But it could also be the key to becoming a unicorn.

And so, while the non-execs offer advice on governance structures and scaling sensibly, the entrepreneur quietly decides to disregard most of it. After all, they’ve got that gut feeling. That magical sixth sense that tells them exactly what to do.

The Grand Finale: When It Works, They’re a Genius (and If It Doesn’t, Well…)

Of course, if everything goes to plan, the entrepreneur is hailed as a genius. They scaled faster than anyone thought possible. They disrupted the market with a bold strategy that nobody saw coming. And when they finally exit the business with a fat cheque in hand, the non-execs will nod and smile, because hey - it worked out in the end.

In the afterglow of success, those ignored pieces of advice will be forgotten. The narrative will be all about the entrepreneur’s daring vision and refusal to play by the rules. Sure, the non-execs were there in the background, offering support, but the spotlight? That’s firmly on the founder who “knew best.”

But let’s not forget the other scenario. The one where things go… less smoothly. In this version, the entrepreneur’s bold decisions lead to cash flow issues, or they overextend into a market that doesn’t quite deliver. Suddenly, that sage advice about scaling cautiously and managing risk looks a little more appealing.

In the debrief, the non-execs will gently point out that they did suggest an alternative path, while the entrepreneur nurses their wounds. It’s a humbling moment, but even then, most mavericks won’t regret their decisions. Why? Because to them, failure is just part of the journey. It’s a stepping stone to the next big thing. And next time, they’ll get it right.

Why Entrepreneurs Will Keep Ignoring Their Non-Execs

So, why do so many entrepreneurs go down this path? Why hire non-executives only to dismiss their advice?

For starters, entrepreneurs often operate on a different wavelength. They’re not just interested in steady, incremental growth - they want to change the game. They’re driven by instinct, emotion, and a sense of purpose that goes beyond what’s written in business textbooks. The non-execs, in contrast, bring experience and a data-driven approach, which doesn’t always mesh with the founder’s high-octane style.

At the end of the day, the maverick entrepreneur’s journey isn’t about following someone else’s rules - it’s about breaking them. And that’s precisely why they’ll keep hiring non-execs for the optics, nodding along in meetings, and then charging full steam ahead with their own plan. Because in their world, the only opinion that really matters is their own.

And who knows? Maybe, just maybe, they’re right. ??