Corporate boards not only need to understand when to seize opportunities to grow their companies, they also need to understand “what to stop doing.” And their people remain the most important “difference makers.”
That's Tony DiBenedetto, chairman of the board at Appspace, a Tampa, Florida-based digital workplace communication, collaboration and management platform. Mr. DiBenedetto also serves on the boards of two other Tampa-based companies. A-Lign, which provides a cybersecurity compliance platform, and Trofeo, a cloud solutions company specializing in Microsoft Azure.
What are the most pressing topics that boards are grappling with these days?
Every board I sit on struggles with the same trio: growth, AI, and talent. Growth is not just “increase in revenue.” It's about disciplined expansion, wise capital allocation, and knowing what to stop doing. AI is all over the agenda, but the real debate is how to turn AI into business value without causing disruption. And the leaders who create change are still the team members. It's about how to attract, develop, and retain leaders who can navigate change.
We also spend real time on heritage and culture. Your strategy is meaningless if you don't develop the next generation of operators. From a practical perspective, we ask simple questions that cut through the noise. What are two things we need to do really well this year? What should we stop doing? How can a customer say, “That was easier?”
When cybersecurity and risk become an issue, we frame them in terms of outcomes: protecting your brand, protecting your data, and protecting your trust. That focus manifests as governance around where to bet, how to measure impact, and how to keep customer experience front and center. The best boards combine curiosity and discipline. They are open to new ideas and have a clear understanding of what actually changes.
How is your board of directors mitigating some of your respective company's toughest challenges?
People like to say, “This isn't personal. It's business.” And I say this. Let's abolish that line forever. The challenges are never just economic or operational, but human. The best way to reduce problems is to ask better questions and be closer to the team doing the work. Learn where the friction is and how to eliminate it.
I also learned the importance of transparency. When leaders are open about what's working and what's not, people rally around solutions. By doing so, you can build trust and momentum, even in difficult moments.
What's new about how boards recruit board members?
Diversity of thought is a differentiating factor. We need people with fresh experience as operators, technicians and global thinkers.
I suggest treating executive recruitment as an exercise in thinking broadly. The same resume with the same background is no longer useful. We are also looking for directors who are curious and have a practical approach. Gone are the days of joining the board and attending quarterly meetings. High-performing team members are proactive, ask pointed questions, and help change management's thinking.
How is your board responding to the opportunities and risks of emerging technologies?
Technology is advancing faster than ever, and boards cannot afford to treat it as a black box. That means spending time with product teams, talking to customers, and engaging with outside experts. It also means staying firmly grounded in business value by asking yourself, “Does this technology solve a real problem or just add more noise?”
The board I work for spends a lot of time thinking about not only digitalization, but how technology can make our jobs easier. It's about turning innovation into something that actually helps people move faster and stay connected.
What is the board's strategy to ensure the resilience of their respective companies?
Resilience comes from clarity and connection. From the boardroom to the front lines, everyone needs to understand the company's purpose and what success looks like. If you are clear about it, you can quickly adapt to changing circumstances.
I grew up a Yankees fan, and baseball shaped the way I think about boards. Read the field, adjust your swing, and stay at the plate. There is a quote that is often attributed to Babe Ruth that I have always taken to heart. That said, never stop playing the game for fear of striking out. That's what a resilient board does. They understand the challenges ahead, make the right decisions in the moment, and move forward.
Resilient companies also communicate well. They are disciplined about where they invest, transparent about performance, and confident enough to course-correct when necessary. A good board creates space for honest conversations and healthy debate. Because resilience isn't about avoiding challenges. It means facing them with confidence and trust.
