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From Nonprofit Boards to Global Joint Venture Boards: A Journey of Continuous Learning and Service

Dr. Armand Cacacho, FICD, NACD.DC (USA), SID-SRAD (Singapore)

Fellow

Institute of Corporate Directors


My journey into corporate board service did not begin in a Fortune 500 boardroom. It started much closer to home—through service on nonprofit boards in California in the 1990s.

Like many aspiring directors, I initially viewed board service as an opportunity to give back to the community. The nonprofit organizations I joined were focused on causes that mattered to me, and I quickly discovered that effective governance requires much more than attending meetings. Board members are responsible for strategy, oversight, risk management, financial stewardship, leadership succession, and ensuring that an organization remains true to its mission.


I learned about board dynamics, board performance, the different board committees, work with executive leadership, and stakeholder engagement. Most importantly, I learned that board service is fundamentally about asking the right questions rather than having all the answers. Over time, I became more active in governance committees, strategic planning initiatives, and organizational development efforts. These experiences helped me build credibility within the nonprofit sector and expanded my professional network throughout California. What I did not realize at the time was that these nonprofit board roles would become the launch pad for opportunities far beyond the nonprofit world.


Those early nonprofit board experiences became my first governance classroom. For aspiring board directors, I encourage you to explore launching your board journey in this sector. This is where I met many top executives and board directors of for-profit corporations in the U.S. when I was serving as committee chairman of one of my non-profit organizations. I landed my first for-profit corporate board in 1995 when I was recruited to serve on the board of a joint venture that was formed by a subsidiary of a Fortune 500 company based in Los Angeles. I was also elected as Vice Chairman of the board of that entity. It was followed by my being recruited to serve on the board of another joint venture formed by one of the largest construction companies in the U.S. in the 1990s, a company famous for its iconic projects such as the Sears Tower (now Willis Tower) in Chicago which was the world’s tallest building from 1973 to 1998. That U.S. construction company was later acquired by a large UK-based engineering and construction publicly-listed company and I became a board member of that subsequent entity.


As my career progressed in the built environment, infrastructure, engineering, and real estate sectors, I continued to leverage both my executive experience and governance background. The combination proved valuable. While many executives possess operational expertise, fewer have meaningful governance experience. Serving on nonprofit boards allowed me to demonstrate my ability to think strategically, exercise independent judgment, and contribute effectively in a board setting. These appointments represented a significant transition from nonprofit governance to corporate and joint venture governance.


The complexity was considerably greater. Joint venture boards often involve multiple corporate parents, differing stakeholder interests, large-scale projects, significant capital commitments, contractual obligations, regulatory requirements, and heightened risk oversight responsibilities. Yet many of the core governance principles remained the same. Whether serving a nonprofit organization or a multinational joint venture, directors must focus on strategy, accountability, ethics, risk management, and long-term value creation. The scale may differ, but the fiduciary responsibilities remain remarkably consistent.


One lesson became increasingly clear throughout this journey: board opportunities rarely come through traditional job applications. Most board appointments occur through relationships, reputation, and visibility built over many years. Networking is often misunderstood as simply collecting business cards. Effective networking means consistently contributing value, building trust, and developing meaningful professional relationships over many years. Every board seat I have held, whether advisory board, non-profit or for-profit corporate board, can be traced back to relationships built through professional organizations, industry associations, community service, educational programs, or prior business engagements. For example, during the pandemic, someone from my Stanford University network, reached out to me and recruited me to serve on the board of Asiapro Foundation Inc. (AFI). AFI serves as the foundation arm of Asiapro Multipurpose Cooperative (Asiapro MPC) and Tipon Federation, two of the largest worker-member-owner cooperatives in the Philippines with about 50,000 combined team members servicing around 300 multinational and local client-companies through work engagements in the agribusiness, construction, manufacturing, hotel and restaurant, engineering, education and training, sales and marketing, IT/technical, aviation, and services sectors in nine regions across the Philippines. Asiapro MPC has been a solutions provider to Ayala Group’s Makati Development Corporation (MDC) as its biggest and longest-standing partner in the construction industry both for manpower and contracting services. I was elected as Chairman of the Board of AFI in September 2025 after having served on the board for 4 years.


For aspiring directors, one of the most effective ways to increase visibility is to become active in organizations rather than simply becoming a member. Volunteer for committees. Lead initiatives. Participate in conferences. Speak at events. Publish articles. Mentor emerging leaders. Visibility creates familiarity, and familiarity often leads to opportunities.


Another critical factor in my board journey has been continuous learning. Governance expectations continue to evolve. Directors today must understand cybersecurity, artificial intelligence, ESG considerations, enterprise risk management, stakeholder engagement, regulatory developments, and digital transformation. Relying solely on past executive experience is no longer sufficient. Recognizing this reality, I committed to ongoing director education throughout my career. This included earning board director certifications and governance credentials in multiple jurisdictions, including the United States (NACD.DC from the U.S. National Association of Corporate Directors), Singapore (SID-SRAD from the Singapore Institute of Directors), and of course the Philippines (FICD from ICD in 2014). Each program provided unique perspectives on governance practices, fiduciary duties, board effectiveness, risk oversight, and global business trends. I’m also an Academic Member of the European Corporate Governance Institute (ECGI) in Brussels and this keeps me up-to-date on the latest corporate governance research and practices in Europe.


The value of these certifications and organizations extended beyond the credentials themselves. They provided access to networks of directors, governance experts, academics, regulators, and business leaders from around the world. These relationships expanded my understanding of governance challenges across industries and geographies while enhancing my credibility as a board candidate. Continuing education also sends an important signal to nominating committees and fellow directors: a commitment to professional excellence and lifelong learning. For individuals seeking to land their first board seat, I often share several practical recommendations.


First, build deep expertise in a particular domain. Boards are increasingly seeking directors who bring specialized knowledge in areas such as finance, technology, cybersecurity, infrastructure, sustainability, real estate, risk management, or human capital.


Second, gain governance experience wherever possible. Nonprofit boards, advisory boards, community organizations, industry associations, and committee leadership roles can all provide valuable governance exposure.


Third, invest in director education. Formal governance programs help aspiring directors understand board responsibilities while demonstrating commitment to the profession.


Fourth, cultivate a strong professional reputation. Board appointments are ultimately based on trust. Your reputation for integrity, judgment, collaboration, and professionalism will often matter more than your résumé.


Finally, be patient. Board opportunities often emerge after years of relationship building and professional contribution.


Looking back, my path from nonprofit boards in California to serving on boards associated with major international joint ventures was not the result of a single breakthrough moment. It was the cumulative outcome of service, continuous learning, professional excellence, and relationship building over many years. The experience reinforced a simple but powerful principle: board opportunities are earned long before they are offered. By becoming actively engaged in organizations, continuously expanding your knowledge, building meaningful relationships, and consistently delivering value, you create the foundation upon which a successful board career can be built. 



About the Author


Dr. Armand Cacacho, FICD is a Certified Board Director (NACD.DC) by the National Association of Corporate Directors USA and a Senior Accredited Board Director (SID-SRAD) by the Singapore Institute of Directors. Post-MBA education included Strategy, Innovation, and Global Management Specialty (Stanford Graduate School of Business), Renewable Energy Specialty (Stanford School of Engineering), Disruptive Innovation Strategy and Entrepreneurship (Harvard Business School), Data Science Specialization (Johns Hopkins), AI for Business Specialization (Wharton), Blockchain Specialization (INSEAD), Machine Learning/Artificial Intelligence (DeepLearning.AI), Digital Transformation (UVA Darden), and Exponential Technologies (Singularity University in Silicon Valley). Armand is a licensed Professional Engineer (PE) in the USA. He was recognized by the late President George H. W. Bush Sr. for his leadership in the Asian-American Pacific Islander (AAPI) community and won awards from various industry and professional organizations in the USA. Armand is a former Adjunct Professor at AIM. He started his career as a licensed engineer in the Philippines and gained invaluable experience in the USA. He continues to engage in various business activities in the Philippines and Southeast Asia.




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