Two pages is the appropriate standard for most C-suite and VP-level professionals. A third page is justified if you have a meaningful board portfolio, a publication record, or advisory relationships that need to be documented. The principle is that every section and every line should be doing demonstrable work: telling a search firm or board why you are the right person for this level of role. Early career positions, particularly those more than 15 years ago, can be summarized or compressed to free space for the experience that is most relevant to where you are heading now.
Both, for different purposes. A CV is required for formal applications, executive search processes, and board appointments. It is a structured professional record. An executive bio is a shorter narrative document (300 to 500 words) used for speaking engagements, press inquiries, investor materials, and board introductions. The two documents should be consistent but serve different audiences. A bio can be warmer and more personal; a CV should remain formal and structured. Having both prepared and up to date is standard practice for any senior professional who is active in the market.
Give board and governance positions their own dedicated section, positioned after your employment history. For each role, list the organization, your specific role (Non-Executive Director, Advisory Board Member, Trustee, Chair of Audit Committee), and the tenure. If you contributed to a specific committee, note it. A brief line about the organization's scale or context is helpful where it is not well-known: "NED, Midlands-based logistics group, £280M revenue, 3 sites." Investors and search firms use this section to assess your governance experience and your network of chair relationships.
P&L oversight and budget scale, capital structure and financing transactions (debt raises, equity issuances, refinancings), M&A track record (number and aggregate value of transactions), investor relations experience and specific shareholders managed, audit committee experience, systems implementations (ERP migrations, finance transformation), team size, and any IPO, listing, or exit experience. For a CFO moving into a CEO or COO role, emphasize strategic contribution beyond pure finance: board relationships, commercial decision-making, and operational oversight. Qualifications (ACA, ACCA, CIMA, CFA) belong in the professional qualifications section.
Address it briefly, directly, and in the CV itself rather than leaving it unexplained. A gap taken for personal reasons, family health, or deliberate portfolio-building is common at senior level and is not disqualifying. One or two lines in the relevant period: "2022 to 2023: sabbatical; completed an executive education program at London Business School and served as an advisory board member to two early-stage businesses" is informative and credible. Gaps that remain unexplained create questions that a hiring process will surface anyway; it is usually better to address them on your own terms.