Board Member Spotlight

We're proud to spotlight one of our co-founders, Sheryl O'Loughlin. From leading purpose-driven companies to co-founding the Women on Boards Project, Sheryl’s journey is filled with powerful insights on leadership, board service, and driving meaningful change.

Check out her interview in this very special spotlight — and thank you, Sheryl, for your continued leadership and inspiration!

What inspired you to start the Women on Boards Project?

Frustration, honestly—but the kind that sparks change. I kept hearing the same excuse from companies and VCs that wanted to put more women on their boards but "couldn't find women who were qualified enough," which I knew simply wasn't true. People naturally default to their existing networks, and those networks haven't historically included enough women. When Kara Roell invited me to a Leading Ladies of Consumer (LLC) community group (now Women On Boards Project community) that she formed to support talented consumer product company (CPG) leaders, we started brainstorming solutions. With incredible people like Melissa Facchina and Cassie Burr helping build the vision as co-founders, Women On Boards Project was born. Seeing the ripple effects of our work now, with Cassie, Melissa and their team leading the charge, fills me with profound pride.

You've had such a dynamic career! Any highlights?

Thank you! I've been incredibly fortunate to learn from dynamic, inspiring, and caring leaders throughout my journey. I started in big CPG marketing, which gave me valuable structure and discipline about how major players think. My 10 years at Clif Bar and Company, including 3 as CEO, truly transformed my perspective—it showed me that business could be one of the most powerful forces for positive change in the world. That realization became my north star.

Co-founding Plum Organics brought the joy of helping children develop a lifelong love of healthy eating, which eventually led to an acquisition by Campbell's. Later, as CEO of REBBL, I led an organic beverage company born from a non-profit dedicated to creating a future without human trafficking. I also had the good fortune of running the Stanford Graduate School of Business's Center for Entrepreneurial Studies, supporting budding entrepreneurs to start companies.

For the past two decades, I've also had the privilege of serving incredibly talented CEOs and founders as a board member—witnessing their visions unfold and helping navigate both challenges and triumphs. I've seen firsthand how companies can achieve growth and profitability while making positive contributions to the world.

What was your first board experience like?

My first board role was with a company called Dreamerz, where Amanda Steele was the brilliant, kind, and passionate CEO I was thrilled to support. I had the good fortune of working again with Amanda most recently on the Simple Mills board, where we just had a great outcome with the recent sale of the company to Flowers Foods.

Being on the board of an early-stage company like Dreamerz fed my love for creativity and entrepreneurship and, in hindsight, probably further fueled my desire to co-found Plum. During that experience, I learned that there is a delicate balance that's crucial—boards can add tremendous value but can also become too involved and distract management. Finding that equilibrium was an important early lesson. I also recognized how crucial it is for CEOs to have independent board members without institutional investments at stake, people who can focus solely on what's best for the company itself.

How has your approach to board service evolved over time?

Early on, I pushed for action, sometimes too forcefully. I was thinking like an executive rather than a board member. What I've learned is that management doesn’t need more people acting like operators. Rather, they need people who bring the perspective of operators but act like good board members, asking the right questions to help management make the best decisions. Companies need board members who have connections with folks from retailers to potential investors to experts in the teams' areas of need. Companies need strategic partners who have their backs through both triumphs and challenges.

I've also embraced patience. As a board member, you are not driving execution. This can be challenging for board members who have been operators because you're used to making things happen. In a board role, you're supporting the management team to pick the best strategies and to execute with excellence. Given that, planting seeds of ideas and then stepping back allows an idea to take root in unexpected and beautiful ways. The art is knowing when to push forward and when to create space for growth to happen organically.

How do you see women's roles in boardrooms evolving?

Progress is happening, but there's still meaningful work ahead. The first woman in any boardroom often faces the steepest challenge, but she creates momentum for others to follow. I've witnessed how even one woman can fundamentally shift the entire dynamic of a board—but importantly, at least three and ideally at least half of the board being women makes companies stronger, more innovative, and more attuned to their full range of stakeholders. It's also important to have people with a diversity of life and work experiences on the board. You don't need to take my word for it; the data supports the power of diversity in the boardroom and in management teams. It's why the Women On Boards Project exists.

What unique perspective do you bring to the boards you serve on?

I bring the lens of someone who has led purpose-driven companies with expertise in brand-building, sales, marketing, innovation, and sustainability. I challenge strategies to ensure they translate into effective execution.

Since I've been in the role of a CEO and know how challenging and lonely it can be, I often serve as a confidante for emotional support, which can be more important than anything. In my book, "Killing It: An Entrepreneur's Guide for Keeping Your Head Without Losing Your Heart," I share personal stories as well as the stories of other entrepreneurs about the joys and challenges that entrepreneurship brings and how important it is to nurture your mental health.

My focus on boards is on helping to nurture cultures of trust and open dialogue, amplifying unique perspectives when they need to be heard. I'm not afraid of challenging people, believing deeply in the importance of "Direct with Respect." That is, encouraging robust, honest conversations, balancing that with kindness and appreciation, and being adaptable. I have found that boards that are straightforward while expressing gratitude create a culture of trust and mutual support. We must remember we're on the same team, working together to create the best outcome for all stakeholders.

Any book recommendations?

"Far from the Tree" by Andrew Solomon profoundly shaped my thinking. It reinforced my belief that empathy, curiosity, humility, gratitude, and love are essential elements in both leadership and life. The book reminds us that understanding another person's life experience and embracing differences enriches our collective wisdom.

Final thoughts?

Boards are, at their heart, just groups of talented, thoughtful, experienced people trying to figure things out together. Nobody has all the answers. The more we lean into curiosity, honesty, and even humor, the better our decisions become.

I couldn't be prouder of what's happening at the Women On Boards Project and am deeply excited for what lies ahead. There's so much work to be done, but I see endless opportunities to positively impact companies, society, and our planet through the talented women in our community.