Meeting Richard Paul Clark in Boston, South End
In Boston, the sidewalks are already busy, with people heading to work carrying iced coffees. I’m headed to a café in the South End to meet Richard Paul Clark, a man whose name is increasingly synonymous with thoughtful, experienced board leadership.
By the time I arrive, Richard is already there, seated near the back with a clear view of the room and a quiet confidence that fits the setting. He greets me with a handshake and a smile, and we sit down with a couple of iced Americanos between us.
“Let’s start with MITRE. What drew you to their board?” I ask.
“MITRE’s mission really speaks to me,” Richard says. “It’s about using technology to serve the public good, solving complex national challenges without a profit motive. Whether it’s cybersecurity, infrastructure, or public health, MITRE is working on things that matter. It’s fulfilling to be part of an organization focused solely on advancing the national interest.”
“And what’s your role there?”
“I serve on the audit and finance committees, but my lens is broader. I bring experience in transformation and governance. My focus is on making sure there’s clarity in oversight, structures that help the organization take smart risks and innovate in a responsible way.”
“Now let’s talk about Virtusa. You recently joined as Chair of the Audit and Sustainability Committee. What excites you about this new role?”
He nods. “Virtusa is doing some incredibly forward-looking work in digital engineering, AI, and cloud services. My role is to help them build a solid foundation, how they grow, how they lead, how they operate. I focus on accountability and sustainable scale, making sure innovation is grounded in strong governance.”
“You’ve led in finance, transformation, investor relations… what’s the thread that connects all those roles?”
Richard pauses a few seconds before answering. “Curiosity, and structure,” he says. “Throughout my career, I’ve worked where innovation meets responsibility. Whether it was helping Accenture scale global finance systems or building out ESG reporting structures, I’ve always looked for ways to help companies transform efficiently and transparently.”
“You’ve also recently joined the Board of Trustees at Malden Catholic. What does that role mean to you?”
Richard’s expression softens slightly. “That one’s personal. I’m a proud graduate. Malden Catholic set the foundation for my life, from academic discipline to lifelong values. Now it’s the fastest-growing high school in New England, and I want to give back. I’m excited about their STEM focus and co-divisional model. Being part of shaping the next generation of leaders, that’s a privilege.”
We pause for a moment as he takes a sip of his coffee.
“What kind of companies do you enjoy serving on boards for?”
Richard doesn’t hesitate. “I like complexity,” he says. “Companies operating across markets, companies that face regulation, companies that are growing and changing at the same time. Those environments require real governance.”
He pauses for a moment.
“My role isn’t to run the company from the boardroom. It’s to help create the conditions where good decisions can happen. That means asking questions, making sure oversight is clear, and helping leadership teams move forward with confidence.”
As our conversation winds down, Richard checks his watch and gathers his things before heading to his next meeting. The café has grown noticeably busier since we arrived, the quiet morning now replaced by the steady rhythm of the Boston lunch crowd.
Watching him step back out onto the South End streets, I’m reminded that the most effective board directors rarely try to dominate the conversation. Instead, they ask the questions that help organizations think more clearly about where they are going.
Richard Paul Clark is very much that kind of director.
Maarten Schaefer
Chief Storyteller
CoolBrands People
Connect with Richard on LinkedIn
