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What matters in today's business ...

The evolving digital world is the most exceptional opportunity we are facing. Together with the need to embrace and integrate all layers of ESG (environmental, social, governance) principles, as we have the unprecedented chance of creating a different future for the next generation. It is about people, the environment, and relations (likewise with shareholders and wider stakeholders) driven by good decision-making processes within corporate governance, that ensure the long-term value of all businesses.  


Being an entrepreneur for over 25+years, start-up supporter, advisor, and strategy expert, I recognised that the drivers for long-term value are changing at a fast pace. Therefore constantly being at the very heart of evolving trends, listening to people, challenging perceptions and reframing business models is crucial. 


The future imperative is purpose and profit. It can have a warm and fuzzy connotation. Still, these are not "feel good" topics anymore but are legitimate operational issues, ensuring and creating long-term value, yet even a license to operate. The ESG imperative will profoundly impact strategy and has to be fully integrated.


It is said that time changes things, which is only partly true. Faced with a series of great opportunities, we have to anticipate them to bring out the best of organisations and people. Together we need to tackle a myriad of challenges of rapidly changing business environments to ensure sustainable success for a prosperous future.


  Aline Eibl 

Aline Eibl 4x2
Aufsichtsrätin Österreich
Aufsichtsrätin Österreich

What matters ...

nasse Blätter

Boards with foresight know their responsibility

ESG is a business case

In the wake of the new century, a significant change is emerging, as we all need to find new ways to measure value and performance. ESG is imperative to embrace in these times of change. Adapting quickly to the challenges we face ahead is key for future value creation.

It is not a well-being factor anymore. Ignoring ESG factors will limit access to capital, present incomputable risk, and jeopardise the licence to operate. It is time to rebuild our businesses and economies differently.



Rethink globalisation

The world is creation

'Globalisation allows us to use the whole, not as a workbench, but world for the purpose of creating something new.' Inspired by Jose Santos at INSEAD Advanced Strategy for Directors I realized, that globalisation is different today. While most of us still think that 'the world is a market' and the 'world is a factory', today for the first time, billions of people are connected, and the world is here to create. This global world is emerging, is shaping and we do not precisely know what it will be. Global is not about being the same. It is about being united. 

Älterer Mann Porträt

Digital disruption

Evolution instead of revolution

Digital can, but does not have to be disruptive. Digital transformation might be another way of modernising our model. Mistakes when undergoing digitalisation are being made if digitalisation is seen primarily about technology. Digital is about strategy and about people and organisation to reinforce their core talents.   


Artificial Intelligence

Reconnect with the principles of philosophy

'We know more than we tell - so does AI.' Excellent lecture on AI by Theodoros Evgeniou, Professor of Decision Science and Technology Management. The question is no longer about big data. That is a given thing. AI surpassed the human error rate already by mid-2015. Today's question is how to root out hidden biases in AI. It is about ethics and therefore, about organisation to integrate it. As for the first time, it is possible that a computer who learned from a computer makes the decisions, it is also about liabilities for these decisions.


People, purpose, profit 

A legitimate operational issue

ESG may have a warm and fuzzy connotation, mainly the 'social' in it. But these are not 'feel good' issues. Delivering positive impact and mitigating harm is increasingly vital to competitive advantage and long-term prosperity.

Employees, people, communities and society matter. Businesses will have to present a value-purpose-compass to attract talent and investors. Both are increasingly sensitive to their social values to be reflected. 

ESG involves tough decisions and trade-offs, as it has a transformational impact on a company's strategy. 

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Focus on corporate governance

Transformation - disruptive or evolving is all around us. We need to understand that the pace has changed exponentially, and we will never be that slow again. Leadership and corporate governance matter. But at the same time, the harm of weak corporate governance and  leadership are increasing. 

Governance and leadership in a volatile world are a delicate issue, as the whole market can turn on a tweet. 


Phygital - the next step

 Strengthen the physical

Digitalisation is just the first step. The next big thing goes far beyond and is the way we should think ahead: Personalisation. Not just digital but customised for each single customer.

Furthermore digital will become far more personal. An interaction that leads to a new word 'phygital' - a hand in hand combination of 'physical' and 'digital".


Directors Forum 

Boards need to handle change at fast pace

Energised after spending two days at INSEAD Directors Forum with old and new friends, I would like to commend on the topic 'Boards Renewal for Transformational Governance'. While executives create value and take risks, boards mitigate the risks and enhance the value. What does this mean for boards today? For some evolving companies, it means to stabilise, whereas, for most companies, the role turns from protect to enrich. A growing number of boards is part of the strategy process and transformational issues. Therefore boards must self-renew themselves according to the strategic challenges. After they transform themselves, they can do reverse lessons. 




enhancing your board

'Success isn't only about what you

accomplish in your life; 

it's about what you inspire others to do.'

My contribution to a board

  • Certified non-executive director (INSEAD IDP-C and others) with previously held board roles.

  • 25 years of business experience as a NED, CEO, mentor, venture capital investor, and start-up founder

  • My focus on a board is on strategy, current corporate governance topics, talent, corporate culture & purpose, seamlessly integrating the societal, sustainable, and governance values of ESG. 

  • I bring an entrepreneurial spirit to the table

  • I engage in dialogue and foster fruitful group discussions and cohesion. 

Publications (excerpt)

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INSEAD Advanced Strategy for Directors (ASD)

INSEAD International Directors Programme (IDP-C)

INSEAD Strategy and Investing for Impact

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Salzburg Global Corporate Governance Forum 

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for business that matters

'Experience tells you what to do; confidence allows you to do it.'

My services in advisory

A successful advisory is like a lighthouse. It guides you to a place you wouldn't go by yourself. 

New options are always suspect, and usually opposed, without any other reason, but that they are not already familiar. Caring is thereby an essential behaviour.


Reliable and discrete, I work with an extended network, standing by your side. I am active in bringing in new aspects, communicating constructively, exchanging ideas and opinions, building trustworthy relationships, and helping businesses evolve.


I give advice and work hands-on whenever necessary, integrating ESG principles, adding the layer of purpose over strategy, overcoming challenges, and changing your business. Whenever you are in need of input or a sparring partner. 


unwritten stories to be told 

  'If you want to go fast, go alone.

  If you want to go far, go together.'

Start up

Develop business for the better

Empowering and promoting entrepreneurs to make an impact on the future we want to live in, counts for me. Always with an eye on global interconnections, I believe the deeper meaning of success is creating a business with purpose, making a positive impact on people, community and society, as well as tackling environmental implications. 


Adding entrepreneurial know-how and a broad network to brilliant ideas and dedicated minds creates a good environment for success. Building personal connections, facilitating exchange, mentoring, advising, and governing. 


The challenge is to detect high potential innovations and people, to get an idea working, support them, help them create a more holistic approach and to grow innovative businesses. Allowing start-ups to scale globally is essential, as the world is a very unified place. Everything happens literally at the same time all around the world, and the best people should be connected. Linking them and open access to global ideas and interconnecting their networks is the direction that counts for me. Thereby integrating ESG, impact and purpose into the strategy is not solely a wellbeing topic anymore. Just the opposite, it has a growing influence on attracting talent and an even stronger one on finding investors. It is a critical value driver to future-proof companies, yet even a license to operate. 

About me

About me

long story short

  'In all you think, be clear,

  In all you're talking about, be true,

  In all that you are, be you.'

I share knowledge and engage in dialogue

Aline Eibl is a certified independent non-executive director, the managing partner of a venture capital investment company focusing on technology, climate and people-centred ventures, and an advisor. She supports businesses in expanding their horizons to tackle digital growth and promote all angles of ESG.


She combines corporate governance, start-up (as a start-up board member, business angel, investor, and founder), entrepreneurship and consulting experience. 

Aline’s background is 25+ years of experience in strategy, scaling, turnaround, and talent & diversity as a serial entrepreneur covering DACH and CEE markets across sectors and the life spans of companies. She won „Female Entrepreneur of the year” from the Austrian Federal Ministry for Innovation and Technology. She is based in Vienna and London. 


Aline has published various articles on modern corporate governance around the challenges of future-proofing businesses. She actively engages in director forums centred around ESG topics from a board level and co-authors a book about corporate governance and ESG in start-ups. Aline is a steering committee member for corporate governance at the European Champions Alliance. She holds various degrees, including a Certification in Corporate Governance (IDP-C) from the International Directors Program of INSEAD, Fontainebleau, an MBA in Economics and Social Studies from Vienna University of Economics and Business, and a degree in industrial engineering. 

How I work and what defines me

I am an open-minded thinker, deeply convinced that sensing, listening, and asking critical questions to challenge and probe constructively, followed by mutual reframing, is the only way to add value to a business.

Within a board, I actively foster a good board process to involve all members and create an atmosphere of trust and openness. Fruitful decision-making is always about the diversity of voices on the table and the inclusion and consideration of all of them. It is about embracing other opinions to come to a better group decision. 


Independence, integrity, respect, and transparency are paradigms for me. I am open and honest, reliable, supportive, and respectful with people. I have proven to keep a cool head and be proactive in any evolving crisis. Independence, integrity, respect, and transparency are paradigms for me. With this mindset, I handle all business situations with fairness, mindful awareness and dedication. 

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