STRATEGY / GROWTH /
PEOPLE & TALENT / GOVERNANCE /
Aline Eibl
Aline Eibl IDP-C is an experienced independent non-executive director with a proven track record in global organisations.
She serves on the Board of Directors of the INSEAD International Directors Network (IDN), bringing an entrepreneurial approach with over 25 years of impact as a board member, advisory board chair, committee member, CEO, investor, and mentor.
With a strong business, technology, corporate governance, and entrepreneurship foundation, Aline’s expertise spans the private sector, family-owned, and VC/PE-backed businesses across industries and cultures.
Aline is a strategic and transformative board director with a growth mindset. She drives value creation through innovative business models, people-centric leadership, and a long-term strategic vision. Proficient in customer-centric growth strategies, she has a proven track record of seamlessly integrating new and existing business models, ensuring sustainable commercial success.
Her strategic mindset supports boards in navigating transformation, harnessing digital and AI-driven opportunities, and integrating ESG and corporate culture into sustainable business strategies.
Aline takes stewardship of people and talent, succession planning, corporate culture, diversity, and inclusion. She is recognised for fostering inclusive and high-performing board dynamics, bringing sound judgement, strategic insight, and a collaborative approach to governance.
Committed to personal growth and lifelong learning, she holds various degrees, including a Certification in Corporate Governance (IDP-C) from INSEAD and double degrees in economics and industrial engineering.
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As a board member, I contribute a well-balanced blend of
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Business, technical, digital & corporate governance.
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Strategic vision & insight for forward-thinking business models.
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Growth mindset, driving business transformation & expansion.
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Hands-on operational experience & an entrepreneurial can-do attitude.
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People & talent steward, nomination & remuneration, succession planning, corporate culture, and diversity & inclusion.
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Sharp commercial instincts and financial & business acumen.
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M&A experience & an investor mindset.
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Active shareholder, stakeholder & ecosystem collaboration approach.
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Strong corporate governance skills, ensuring effective oversight & value-enhancing board dynamics.
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Global perspective & network in corporate governance.
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Commitment to active listening, transparent communication & empowerment, fostering well-informed decision-making.
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My Vision is Strategic
My Focus is Growth
My Mission is People
My Strength is Board Dynamics
My Integrity is Unwavering
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My Vision is Strategic
As an experienced non-executive director in a global environment, I see the bigger picture across industries, countries, and continents. Engaging in continuous dialogue with a diverse network of global board directors and business leaders allows me to share insights and anticipate future trends - bringing forward-looking yet visionary perspectives to the boardroom.
Truly value-adding boards harness collective wisdom to navigate complexity with foresight and clarity. They act as a visionary ally to the CEO and management team, challenging assumptions, identifying global developments, and offering an independent perspective that extends beyond daily operations and across a broad range of companies.
Great boards refine what works and have the courage to shape the future with a strategic vision for sustainable growth and lasting impact.
My Integrity is Unwavering
Acting honourably means doing the right thing, even – or especially – when there is no personal gain. Integrity must be at the heart of governance. As board members, we must embody this principle.
I lead with ethics and build trust through an open mind, transparency, fairness, and consistency. I actively listen to all voices around the table and beyond, consider diverse perspectives, reflect deeply, and hold myself accountable for the decisions I support.
My Focus is Growth
Entrepreneurial thinking in the boardroom means sensing possibilities and seizing opportunities where others see limitations. I encourage growth by fostering agility, adaptability, and strategic foresight in an ever-evolving business landscape. Growth-minded governance is about embracing new opportunities while strengthening resilience.
Strong board members combine bold vision with strategic discipline - embracing change, driving innovation, and guiding businesses towards sustainable, high-impact growth. It is about a forward-thinking lens instead of backward control. It also means openly discussing and overseeing risks while fostering a culture that enables growth.
My Mission is People
Business involves people. Open communication is key. Recognising that people are a business’s greatest asset, I foster high-performing CEOs, executives, and teams through mentorship and empowerment while championing diversity, inclusion, and talent development.
Being a board member is not about waiting for support but about asking how you can give it and empowering those in charge. True governance is about actively enabling others through collaboration, engagement, and commitment. No decision or initiative can succeed sustainably unless the board leads by example and brings people along.
My Strength is Board Dynamics
A board is about collective decision-making—not imposing outcomes but cultivating collective wisdom. I seek to empower, enable, and elevate boards toward well-informed, sustainable outcomes. Strong board dynamics rely on commitment, deep listening, transparency, and consistency. I believe in fostering trust, transparency, inclusivity, and psychological safety. Effective governance means cultivating a strong boardroom culture and a robust process, leading by example and inspiring better decision-making. It requires listening, embracing diverse viewpoints, and making decisions that are stronger than those of any single individual.
I approach conversations with an open mind and respect, understanding differing perspectives, motivations, and concerns when engaging with fellow board members, management, shareholders, investors, stakeholders and the business ecosystem. I support the final decision, even when it differs from my initial stance.
Boards shape businesses, and people shape boards - collaboration is key.
Certified non- executive director
INSEAD Certified Director (IDP-C)
Certificate in Corporate Governance
Certified Supervisory Expert (CSE)
Certification for Corporate Governance Excellence
INSEAD Certificate in Advanced Strategy for Directors (ASD)
Awards
'Female Entrepreneur of the Year', awarded by the Austrian Ministry for Innovation and Technology, 2008
Bold Vision 150 - Category Investor
Memberships and fellowships
Sharing knowledge creates impact
Boards are collective decision-making bodies, navigating increasing complexity - within companies, among stakeholders, and in ever-evolving environments. To govern effectively, boards must draw on best practices, learn from peers who have walked the talk, and engage with diverse perspectives. For me, sharing insights, publishing articles, and speaking about governance are about fostering collaboration, sparking reflection, and helping boards adapt to new challenges. Good governance thrives on continuous learning, open dialogue, and exchanging ideas that drive better decision-making within boards.
Co-author corporate governance book
'Early stage governance. An effective lever for the development of startups'
Visiting lecturer certified program for professional supervisory board and committee work '360 Strategy for board members - Strategy for the digital age' / Danube University (Centre for Law & International Relations)
Board program co-creator - IDN Board Pathway Program /
INSEAD International Directors Network (IDN)
Being a board member is not about having all the answers - it is about asking the right questions and recognising where blind spots may exist.
Publications (work examples)
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Raising the bar in the boardroom. A practitioners’ view on board director attributes and behaviour. / INSEAD Corporate Governance Centre (ICGC)
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Hybrid governance: Evolution within the board of directors / Der Aufsichtsrat
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Interviews with board chairs: 4 questions for 2024. The annual boardroom pluscheck. / INSEAD International Directors Network (IDN)
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Practised ESG factors create resilient businesses. A paradigm shift for board of directors. / Aufsichtsrat aktuell
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Why you probably need to shake your startup's board. / sifted.eu (backed by Financial Times)
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Strategy impulses: Globalisation as it is today. / AREX - the award for board excellence
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Unlock value: ESG powered by people, purpose, strategy, and culture / Loyal VC, Medium
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People, purpose, strategy, culture: A new holistic ESG approach that creates strong support for the business. / Loyal VC, Medium
Webinars (work examples)
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Raising the bar in the boardroom / Institute of Directors (IoD) and INSEAD Directors Network (IDN)
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Expert briefing on ESG reporting updates
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Unlocking boardroom excellence by nourishing diverse boards and talent. A factual deep dive into DEI for board directors / INSEAD Directors Network (IDN) and European Women on Boards (EWoB)
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Board governance of startups and ESG / Digoshen
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Growth workshops. ESG transformation: Empowering for sustainable success / Loyal VC
Panelist (work examples)
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Modern boards: Priorities and pathways to success / Female Board Pool
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The future of agriculture / Agrarsalon Land&Forst
Interviews (work examples)
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Business angels / Die Presse
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The real magic starts when Things evolve bottom-up. / Leading through disruption
Podcast (work examples)
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Fit for the 2020s – Evolution in Supervisory Boards / Der Aufsichtsrat, Fachfragen. Der Podcast für Wirtschaft, Recht und Management
Advancing governance through collaboration and learning
Engaging in corporate governance forums, think tanks, and continuous learning is vital to staying at the forefront of best practices, emerging trends, and global developments.
As a board member, I believe strong governance evolves with the people around it. By actively participating in thought leadership discussions, I exchange insights with fellow directors, industry experts, and policymakers, refining my ability to navigate complexity, anticipate future challenges, and drive strategic growth.
Corporate governance is not static. It demands continuous reflection, adaptation, and refinement. I invest in lifelong learning to enhance board effectiveness, foster resilient governance structures, and contribute to high-performing, forward-thinking boards.
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