Seed investor wants a board seat — is this normal?

Raising $1.5M seed round. Lead investor ($750K) wants a board seat. I'm a solo founder. Is this normal at seed stage? What should I push back on?

At seed with a $750K lead, a board seat is common but not mandatory. Typical structures:

Option 1: 3-person board (you + investor + independent). This is standard for seed with institutional investor.

Option 2: 2-person board (you + investor). Simpler but creates potential deadlock.

Option 3: Board observer seat instead. They attend meetings but can't vote. Good middle ground.

What to negotiate: Founder protective provisions (you can't be fired as CEO without board supermajority), independent director nomination rights, clear scope of matters requiring board approval.

My seed investor has a board seat. Honestly helpful — forces me to have structured monthly updates, gives me someone to pressure-test decisions with, and they actually helped recruit my VP Eng.

The horror stories are about Series A/B when you lose board control. At seed, you should still control the board if structured right.

Key question: Who picks the independent director? If you do, you effectively control the board 2-1. If they do, they control it. If it's mutual agreement, it can stall.

Standard is mutual agreement but you should have the tiebreaker. Also: don't fill the independent seat right away. Keep it open until you find someone actually useful, not just a checkbox.

Update for anyone following - we closed the round in December and went with Option 1 (3-person board). The independent seat is still open but were not in a rush to fill it.

So far the investor board member has been really helpful actually. They connected us with 2 potential enterprise customers already. I was nervous about giving up control but the founder protective provisions make me feel comfortable.

Gonna be the contrarian here - giving a board seat at seed is a mistake IMO. I did it with my first company and regretted it when we had to make hard pivots. Having to get board approval for strategic changes when you're still figuring things out is painful.

Board observer seat is the move. All the benefits (advice, connections, accountability) without the governance overhead.

@SkepticalFounder makes a fair point. The calculus really depends on (1) how active/helpful the investor is, (2) how much money theyre putting in relative to your raise, and (3) your own comfort level with board dynamics.

Glad it worked out for Sarah. For anyone else reading this in the future - both approaches can work. Just make sure you negotiate the protective provisions carefully regardless of which structure you choose.