With painful frequency, stories of abuse by powerful people are also stories of a failure of board culture. Weinstein and his brother, Bob, held two seats on the board, and the company’s charter allowed them to name a third. Over time, Weinstein was able to install loyalists in many of the remaining seats, too. By 2015, when Weinstein’s contract was due to be renewed, he essentially controlled six out of nine board seats, and used that influence to evade accountability.
