As the chief governance officer at $4.9 billion Temple-Inland, I’ve had some pretty unique challenges. Of course, most governance officers feel that their company is a little different from the rest. But in the case of Temple-Inland, I’m pretty sure it is true.
Before I can share some of my experiences—and, hopefully, lessons—at this Austin, Texas-based holding company, let me share a bit of our history. Only then can you appreciate the differences that shape our programs and policies.
