Linkvalue

One thing people rarely talk about when they become CEO is how isolating the role can be.

Expectations come from everywhere — boards, regulators, shareholders, employees, markets. And the bigger the organisation, the fewer people there are to truly think things through with.

Having led organisations myself in global and European roles, including as Managing Director and Country Head, I know how demanding leadership at the top can be.

This is one reason I believe advisory boards are becoming increasingly valuable.
Unlike boards of directors, advisory boards don’t make decisions. Their value lies in perspective.

A good advisor sits outside the organisation’s daily operational pressure. That distance allows them to challenge assumptions, recognise patterns across industries, and help leaders think beyond BAU.

In many ways, the role resembles mentorship — not for the individual leader, but for the organisation and its strategic thinking.

Having served on advisory boards myself, I have seen how valuable that external perspective can be, particularly when leaders are navigating complex decisions and pressure from multiple directions.

I shared a few thoughts on this here:

🔗 https://www.linkvalue.net/post/why-advisory-boards-are-becoming-a-strategic-asset-for-ceos-and-boards

Sometimes leadership benefits most from a conversation outside the room.
Supporting leaders in those moments is a core part of the work I do.

Why Advisory Boards Are Becoming a Strategic Asset for CEOs and Boards Advisory boards are becoming a strategic asset for CEOs and boards navigating complexity, governance challenges and leadership pressure.

Payments consolidation has entered a new phase.
2026 marks a turning point for payments in Luxembourg.

With Wero, driven by the European Payments Initiative, payment infrastructures are consolidating at European scale.

This is not merely a technology shift.
It is a governance shift.

As schemes scale, accountability concentrates, risks interconnect, and supervisory expectations rise. Payments are no longer an operational topic — they are a board-level responsibility.

👉 Read the full blog post:
https://www.linkvalue.net/post/from-payconiq-to-wero-why-payment-consolidation-is-now-a-board-level-governance-issue

👉 Subscribe to Board Insights:
https://lnkd.in/edBhWTJd

📩 Board & advisory enquiries:
[email protected]
https://www.linkvalue.net/contact

From Payconiq to Wero: Why payment consolidation is now a Board-level governance issue What Boards of Payment and Electronic Money Institutions must understand as payments consolidate across Europe.Payment consolidation has entered a new phase2026 marks a pivotal year for payments in Luxembourg.With the arrival of Wero, powered by the European Payments Initiative (EPI), Luxembourg’s...

Serving as an independent non-executive director on a growing Luxembourg fintech payment institution Board, and working with Boards across the payments and fintech space, I see governance tested at very different moments — from licence applications, to scaling and transformation, to mergers and structural change.

One pattern keeps repeating:
governance matters most when the Board is asked to stand behind its decisions.

With CSSF Circular 26/906, that moment is now explicit.
The annual compliance attestation, signed by the entire management body, turns governance into a collective Board declaration.

Even where this requirement is not yet directly applicable, it clearly signals the direction of supervisory expectations:

Boards will be assessed not only on structures, but on judgement, independence and collective accountability — including the confidence with which they can sign.

I share a board-level perspective on what this means in practice for Payment and Electronic Money Institutions ahead of 30 June 2026 in the latest Linkvalue regulatory update.

🔗 Read more here:
https://lnkd.in/dhYxTY8V

👉 Subscribe to Board Insights:
https://lnkd.in/edBhWTJd

📩 Board & advisory enquiries:
[email protected]
https://www.linkvalue.net/contact

CSSF Circular 26/906: Why governance is now a Board-level growth issue for payment fintechs What Boards of Payment and Electronic Money Institutions must rethink ahead of 30 June 2026.Governance in the payments sector has entered a new phaseOn 20 January 2026, the Commission de Surveillance du Secteur Financier (CSSF) published Circular CSSF 26/906, establishing a consolidated framework on...

Board agendas are designed for stability.
In 2026, that assumption becomes a risk.
Why boards must shift from governing for stability to governing for uncertainty — and why governance itself is now a board-level risk.

👉 Read the full analysis:
https://lnkd.in/dv2y8d92

👉 Subscribe to Board Insights:
https://lnkd.in/edBhWTJd

📩 Board & advisory enquiries:
[email protected]
https://www.linkvalue.net/contact

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Board governance independent directors Why Boards Must Govern for Uncertainty, Not StabilityMost board agendas still follow a reassuringly familiar structure: strategy, financial performance, compliance, cyber, ESG, AI. Each topic is reviewed, tracked, and reported — often thoroughly.In 2026, that structure itself becomes the risk.Acco...

Why Linkvalue? Because your deserves more than a report.

At Linkvalue, we don’t believe in generic templates or long-winded consultancy cycles. We offer board self-assessment and advisory services with clarity, speed, and depth—designed for leaders who are ready to act.

We engage directly with your board. No layers. No delays. Just expert-led conversations that translate into a tailored transformation plan, focused on what matters most: better governance, stronger decisions, and sustainable outcomes.
🎯 Where others offer volume, we offer value.
🎯Where others deliver diagnostics, we deliver direction.
🎯Where others give advice, we stay to make it work.

Our independence is your advantage.

Our cross-sector expertise—spanning risk, IT, AML, legal, ESG, and strategy—means we connect the full picture, not just a piece of it.

We work with boards that are ready to lead differently. If that’s you, we’re ready to begin.

➡️ [email protected]
➡️ https://lnkd.in/d4VguNQt

Trusted. Independent. Actionable.

A Seat at the Table Isn’t Enough—Real Influence Matters 🔹

I’ve seen firsthand how holding a board seat doesn’t always mean having a real voice. True governance isn’t about checking a box—it’s about ensuring diverse perspectives actively shape decisions.

In our latest blog at Linkvalue, we explore the shift from token representation to true inclusion in the boardroom. We break down:

✔ Why quotas alone aren’t enough to drive meaningful change
✔ How genuine diversity leads to stronger, more strategic decisions
✔ Practical ways female directors can influence boardroom outcomes

Real impact starts when voices are heard, not just counted. Read the full blog here: https://www.linkvalue.net/post/from-tokenism-to-true-impact-how-to-make-gender-diversity-work-in-the-boardroom

From Tokenism to True Impact: How to Make Gender Diversity Work in the Boardroom Organizations around the globe are under pressure to diversify their leadership. Some comply by adding a few female directors, yet leave them with marginal influence. This practice, often labeled tokenism, erodes trust and undermines real benefits that diverse boards can bring. Moving from superfici...

Sustainability isn’t a trend, it’s a leadership responsibility.

Boards that fail to embed sustainability into their strategy risk falling behind. With global shifts in policy, investor expectations, and the mounting impact of climate change, business as usual is no longer an option.

What’s at stake?
* Governance that ensures long-term resilience
* Investor and stakeholder trust
* The future of responsible business

In our latest article, we explore why sustainability must be a board-level commitment—not just a corporate checkbox.

Read the full article here 👉 https://lnkd.in/dAaG3Utk

What’s your take—are boards truly prioritizing sustainability, or is it still an afterthought? Let’s discuss.

Linkvalue Sonja Hilkhuijsen

Merry Christmas from Linkvalue !

As we celebrate this season, we want to our , , and for your trust and collaboration during our creation and launch. Your support has been invaluable.

Wishing you a joyful holiday season filled with connection, warmth, and success. Let’s connect in #2025 to explore independent directorships and board advisory opportunities together!

Contact us: [email protected].

Set the tone for 2025 by elevating your board’s and with a . It’s not about questioning performance—it’s about refining what works to drive even better results.

🎯 Identify strengths & areas for improvement. : Improves performance & efficiency.

🎯 Align with emerging challenges (ESG, AI, cybersecurity). : Prepares for future risks & opportunities.

🎯 Highlight skills gaps & build competency. : Ensures high-impact decisions.

🎯 Foster transparency & diverse leadership. : Drives innovation & stakeholder alignment.

🎯 Develop a skills matrix. : Strengthens decision-making & confidence.

🎯 Elevate diversity to challenge biases. : Fosters robust, inclusive decisions.

At .sarl, we bring deep expertise in governance to enhance your board’s impact. "For a quick, cost-effective assessment and actionable feedback—take your board from good to great." (Sonja Hilkhuijsen, CEO)

Contact: [email protected]
Linkvalue: https://www.linkvalue.net/contact

: Diverse boards outperform peers in profitability by 25% (McKinsey)