I understand your first board stint was with Long Island lighting Company. How did you end up on that board?
My first board experience was somewhat atypical but did give me insights into what skills are needed for successful board members. In the mid-1980s, I was hired as general counsel of Long island Lighting Co. in New York. The company was building a very unpopular and hugely expensive nuclear plant. That meant I spent extensive time with our board dealing with complex and potentially existential issues. I was able to observe how a group of individuals with diverse experiences could provide valuable insights to a management team besieged by day-to-day pressures.