Board Member Position Description

Purpose of the Role

Board Members serve as strategic stewards of the Lean Construction Institute, helping advance its mission, long-term vision, and organizational sustainability. The Board operates as a governing body — providing strategic oversight and direction while empowering the CEO and staff to manage day-to-day operations. LCI operates at an approximately $5 million scale with a small internal team. Board Members must bring the mindset of an entrepreneurial steward — thinking across the whole system, prioritizing carefully, and staying closely connected to member needs and organizational capacity.

Core Responsibilities

Strategy, Governance & Financial Stewardship

Board Members contribute to LCI’s long-term strategy and vision, evaluate initiatives based on member value, mission alignment, and organizational capacity, and support disciplined prioritization of limited resources. They uphold their fiduciary duties — acting with care, loyalty, and fidelity to LCI’s mission — and provide oversight of organizational policies, financial health, and risk management, including review and approval of annual budgets.

Executive Leadership & Industry Presence

Board Members hire, support, evaluate, and when necessary transition the CEO, serving as strategic thought partners while respecting management authority. They act as ambassadors for LCI, promoting lean principles and strengthening industry partnerships and relationships.

Time & Engagement Commitment

Board service requires meaningful preparation and active participation. Members should expect the following annual commitment:

In-Person Meetings — Three per year, each approximately one and a half days

• Late January / Early February (TBD 2027)
• March (March 15-16, 2027)
• October (October 25-26, 2027)

Virtual Meetings — Two per year, two hours each

• July
• December

In addition to scheduled meetings, Board Members are expected to review materials in advance, participate in committee assignments, and engage in strategic planning activities as needed. Members should plan for approximately two to six hours per month outside of scheduled meetings to fulfill these responsibilities effectively.

Board service at LCI carries expectations beyond meeting attendance. Each board member is expected to actively engage in at least one board-sanctioned program, project, or committee — either serving as a board liaison or participating directly. This ensures the board remains connected to the work of the organization rather than operating at a purely conceptual level.

Board members are also encouraged to engage with their local LCI Community of Practice — getting to know CoP leaders, attending core group meetings or events, and staying connected to the frontline experience of LCI members. This grounding in local community activity strengthens the board’s ability to make decisions that reflect the real needs of the membership.

Finally, board members are expected to serve as advocates for LCI within their own organizations — supporting continued membership, encouraging company involvement in LCI programs, and helping expand the reach and relevance of lean principles across the industry.

New board members will participate in an onboarding process designed to orient them to LCI’s mission, strategy, operations, and team.