First, congrats on your new position. Being a CEO is one of the most rewarding and "fun" things I've done in my career.
You are right in saying that your experience will help, but you will face new challenges, one of which may be the board. Some recommendations if I may.
First, your first 100 days (forget that – 30- days is all you really get) are critical. Get to know and understand your new company's culture and its people, and do your best to hit the ground running. Don’t make too many changes off the bat, but start to subtly influence and build relationships. You are now a cross-functional manager, responsible for getting everyone to "play nice" and get results.
Second, you now get to work with (for) multiple bosses (the board). They have a specific role, e.g., setting direction / approving strategy and goals, governance, broad policies, etc. Build relationships with them and understand where they stand / what makes them tick. You are responsible to them for results, and must balance those with appropriate (and ethical) people practices. Just because it is legal doesn't make it right. Set reasonable expectations for yourself and your charges, and make sure that you attain them.
Lastly, always remember that you are accountable for the mistakes, but others get the credit for the victories. When you support the people who work for you, the board will see this and see the leader they have hired.
I agree with Iva - get a coach, someone who can be a sounding board if / when you need one. This costs some $$$, but just having someone to bounce ideas off of or get confirmation that you are doing the right thing is important. I had one when I was a CEO, and it was priceless – he and I are still good friends.
(And this is not a shameless plug for myself, as I generally don't do this. However, I do have great respect for those who are effective as coaches.)
Good luck, and again, congratulations