The influence of a founder - a Brainchip Story, page-2

The board needs to be more than just a formal decision-making body—it needs to be approachable, visible, and actively engaged with its shareholders. Right now, I feel there is no connection. Australian diectors are invisible and US directors are massively out of touch with the shareholder base.

Equally important is the role of the newly engaged investor relations firm. Timely acknowledgements aren’t enough. Shareholders deserve meaningful, informed responses that reflect both the realities of the business and a genuine respect for their stake in the company. IR isn’t just a front desk—it’s the bridge between shareholders and decision-makers. If that bridge is weak, confidence falters.

An effective IR function should not only act as a conduit but also as a guide—bringing shareholder sentiment to the board and helping shape responses that are thoughtful and constructive. IR should help the board understand when the mood of the shareholder base has shifted, when strategy needs clarification, or when silence is being mistaken for indifference. If this is not obvious now then it never will be!

More broadly, the board must shift its posture. Shareholders want to feel heard—not managed. Respect isn’t just about formality; it’s about transparency, responsiveness, and occasionally, humility. A board that listens and acts with shareholder alignment at heart is far more likely to earn long-term support—especially as the company navigates sensitive decisions like redomiciling.

It’s not too late to rebuild trust, but the tone must change—and that change needs to start at the top.

WAKE UP.