(qlmbusinessnews.com . Wed 14th Jan, 2026) London, UK —
Breaking the Glass Ceiling: Board Intelligence Thrives Under Dual Leadership
For nearly 16 years, Pippa Begg has been at the helm of Board Intelligence, steering the company forward as its co-chief executive alongside Jennifer Sundberg. The duo transformed the firm into a leading provider of analysis and services for company boards, now boasting an impressive portfolio of clients such as Nationwide, Rolls-Royce, and Reckitt, and nurturing a workforce of 200 employees.
Based in London, Begg attributes their success to the complementary partnership she shares with Sundberg, highlighting the benefits of their contrasting personalities in decision-making processes. “We are quite different – it's a yin and yang situation – but in my opinion, two heads are better than one. It prevents overconfidence,” Begg observes.
This approach to leadership is becoming increasingly popular, as seen in the growing trend of companies adopting a co-CEO structure. According to research by MyLogIQ, the number of businesses in the Russell 3000 index of the largest US public companies with co-CEOs more than doubled from 11 in 2015 to 24 by 2024. Recent years have seen high-profile companies, including Oracle, Comcast, and Spotify, appoint co-CEOs, with Netflix maintaining this model since 2020.
Despite the lucrative rewards often associated with top corporate positions, with UK chief executives earning, on average, 122 times the salary of a full-time UK worker, many acknowledge the challenging aspects of such roles. A 2024 survey by leadership advisory firm ICEO found that 56% of senior executives experienced burnout. The co-CEO model offers a division of responsibilities, easing the personal burden on each individual.
Audrey Hametner, a leadership coach, notes that shared leadership allows co-CEOs the flexibility to utilise their strengths effectively and to take necessary personal time, which might be unfeasible for solo CEOs. She recounts instances where co-CEOs were able to divide their focus across different aspects of the business, such as marketing and finance, benefiting from their individual expertise.
This arrangement also appears to extend into personal life balance, with 60% of CEOs reportedly feeling that they spend insufficient time with their families, a concern addressed by the co-CEO model. Begg, for example, managed to take three maternity leaves within five years without sacrificing her commitment to the business, a rarity in the corporate world. This contrasts with the challenging statistics that indicate a 32% reduction in women at managerial levels post-maternity, and 71% of women leaders taking less than six months of leave due to job security concerns.
Begg credits the co-CEO structure for enabling her and Sundberg to navigate family life without jeopardising their careers or the business. “Without this model, we might have considered drastic measures like finding a new CEO or even selling the company, a reality many female-led businesses face,” Begg reflects.
The positive experiences of co-CEO arrangements extend beyond Board Intelligence, with the co-founders of Anything, Dhruv Amin and Marcus Lowe, benefiting personally and professionally from their shared leadership. Moreover, in Finland, the co-CEOs of Enfuce, Denise Johansson and Monika Liikamaa, leveraged their partnership to support each other through personal challenges, demonstrating the flexibility and mutual support afforded by the co-CEO model.
However, it's not a one-size-fits-all solution, as noted by Tierney Remick of Korn Ferry. Co-CEO arrangements seem to thrive in environments where the executives have a prior working relationship and where the company structure supports this model. It can also serve as a transitional strategy for succession planning.
As for Begg, the co-CEO journey ended in 2024 following a private equity investment, leading Sundberg to transition to an advisory role while Begg took on the sole CEO mantle. This change has led to adjustments in her personal life, highlighting the unique challenges and considerations of leadership at the top.
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