Challenge
Post-acquisition, WRLD needed to rebuild value after a period of poor market traction and financial uncertainty, and to meet the commercial challenges set by its shareholders. That meant a change and transformation programme to align the teams, a fundamental overhaul of sales, development and marketing, a technical product-market-fit scoping, and careful calibration of equity, KPIs and performance-related pay.
Solution
Zed served as independent main-board Non-Executive Director in a hybrid role that included operational leadership and mentoring to the CEO and CCO. Alongside his fiduciary duties, he advised on change management, corporate sales and value-proposition design, led on difficult senior HR matters, and advised on M&A in corporate health-tech and wellness.
Results
The 50-person organisation was reorganised for growth, and the board closed a new funding round at a ten-fold increase in the company’s value before preparing for the next. Zed served for eight years, through a $20M Series B and the demanding full cycle that followed. He calls it the steepest lesson in real governance, and the most robust advising and counsel to the Chair, that he has ever undertaken.
Are you an investor, founder or board just past a raise, with investors already expecting the next stage and the next round?
Governance is not oversight alone. It is holding the executive to account while helping build the commercial engine that earns the next valuation.
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