Our Expertise

Executive Search

Private Equity

At Derwent we are navigators of possibility.


We help businesses thrive by identifying and connecting with high impact talent. Our challenger mindset finds us looking for the new and different – a champion of diversity and courageous to alternate outcomes. Derwent are fast-tracking the debate around changing workplaces and workforces and how talent “makes a difference”.


As a trusted talent search partner with over 20 years of success, Derwent advises on; board, CEO and leadership appointments - across a range of industry sectors and settings from public, private government and for purpose.

Our past success in identifying and connecting high impact talent with thriving organisations has enabled us to build the network, insight and technology to support our clients’ strategies of the future.

At Derwent we are navigators of possibility.


We help businesses thrive by identifying and connecting with high impact talent. Our challenger mindset finds us looking for the new and different – a champion of diversity and courageous to alternate outcomes. Derwent are fast-tracking the debate around changing workplaces and workforces and how talent “makes a difference”.


As a trusted talent search partner with over 20 years of success, Derwent advises on; board, CEO and leadership appointments - across a range of industry sectors and settings from public, private government and for purpose.

Our past success in identifying and connecting high impact talent with thriving organisations has enabled us to build the network, insight and technology to support our clients’ strategies of the future.

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Keep updated with our news

By Ben Derwent 15 Nov, 2023
Derwent’s latest Pathway to the Boardroom event was hosted in Perth by our Managing Director Ben Derwent . The event shared valuable insights to a crowd of aspiring Non-Executive Directors to help them take their first steps towards building a fulfilling career in the boardroom. Board roles are a fantastic way of contributing expertise in different settings, and can provide opportunities to further your skillset, gain visibility across multiple business functions, extend your professional network, and to learn the dynamics of boardroom decision making. Taking the first step can be difficult, and there are often different pathways to take. On this journey, it is important to assess what type of directorship is best suited to you and your skillset. “What will complement your executive career?” and “what board setting is most appropriate?” are important questions to reflect on. There were three key themes shared for those looking to secure a board position: #1 Considering your ‘Value Add’ proposition, and how to articulate it This applies to both an executive and board career. Your value proposition as an executive includes your industry experience, functional skills, as well as strategic capabilities. In transitioning your value proposition towards being a director, this extends to how you work with a board and c-suite, your ability to contribute to strategy development, critical thinking, risk and governance, and leadership experience. The ability to articulate these elements and how they would benefit a board are key. #2 Defining your personal brand and engaging the right networks You need to clearly articulate and frame your personal brand presence (i.e. what you outwardly represent and are known for). Being proactive in engaging the right networks is the best avenue to ensure that you’re considered for board roles. Engaging search firms is also a great step, but your first board placement will likely come from your own personal networks. Building your network in both professional and social environments can help to expand your reach and opportunities. #3 The importance of due diligence Taking the time to ensure that you have done your due diligence when considering board opportunities is crucial. A company may choose you, but it is equally important that you are also choosing them. Be sure to make both skillset (company strategy, risks, industry, etc.) and mindset (the people, culture, values, alignment) checks. Derwent is delighted to continue to support the next generation of Board talent across both our events programs and directly through our expert team of Executive Search and Board specialists.
By Warwick Bowd 15 Nov, 2023
Derwent , in partnership with Lighthouse Group , were proud to host a panel event this week which focused on how Business Services (Corporate Function) leaders can be better business partners in professional services firms. The session was facilitated by Warwick Bowd who leads Derwent’s Professional Services executive search practice. Our panel of experts included Peter Nankervis , CEO of leadership and transformation consultancy Lighthouse Group, and Brad McBean , currently a Partner with ESG Partners and formerly Global MD Advisory for Aurecon and a Partner with PwC/Strategy&. Insights were shared around the challenges and opportunities of being a leader and trusted advisor when you’re not necessarily client-facing or an owner of the firm. According to the panel, in a climate of economic headwinds, increasing competition, rapid innovation and a war for talent, the bar has been raised for Business Services leaders who now need to focus on the following in order to retain their rightful seat at the table: Understanding that competitive advantage in professional services stems from having superior IP and expertise, being able to build rock-solid client relationships, and hiring and retaining stand-out people. Business Services leaders and their teams must therefore help to build capability in one or more of these three areas. Being effective communicators and managing multiple stakeholders, both across the partnership and across the various Business Services functions. Being aligned to the firm’s strategy and also aligned as separate but connected corporate functions is critical to success. Being strategic and deliberate in your planning, but also recognising that effective execution is usually the key determinant of success. “Strategy can be overrated,” so focus on executing a manageable number of well-thought through projects, so as to avoid initiative overload.
By Eliza Alford 30 Oct, 2023
Derwent had the pleasure of hosting an informative panel discussion this week attended by HR leaders to discuss their role in company ESG initiatives and the rise of the Chief Sustainability Officer. HR leaders are increasingly expected to play a central role in company ESG initiatives and understanding the core concepts and how to embed them within talent processes is key. Topics discussed included how to embed ESG initiatives and bring the company on the journey as well as steps you can take to upskill yourself and become a better advisor to Boards and CEOs on ESG matters. Thank you to our expert panel: Sandra McInnes , Chief Sustainability Officer at Pilbara Minerals. Sandra was also former VP Corporate Affairs at Woodside and has a background in HR having held numerous senior roles at Woodside. Megan McCracken , Non-Executive Director at Pacific Energy, Chair of Freight and Logistics Council of WA and is a Leadership Coach. Megan is an experienced Non-Executive Director and Chair who has an extensive background in HR, Sustainability and Corporate Affairs. Previously Megan was EGM People, Safety, Corporate Affairs at Arc Infrastructure and was the Chair of NAWO (National Association of Women in Operations). Sandra and Megan were generous with their time and provided valuable insights and experiences from their career journey. Key takeaway : Talent in this space is growing and will continue to become highly sought after. Hosted by our Perth office, Eliza Alford, Principal HR & Legal & Mike O’Sullivan, Managing Partner
By Michelle Gardiner 07 Jun, 2023
The path to a board career is different for each person, as illustrated by our speakers Peter and Adelle. Adelle’s pathway was not a planned process with Adelle’s initial Non-executive Board roles arising from several interim roles undertaken after her full-time executive career. In contrast, Peter took a deliberate path of initially adding a NFP Board appointment and subsequently adding Board roles at a range of industries that appealed to him. What Advice would you give to people beginning on a pathway to a Board career? Be aware of your values, strengths, and industries that you are drawn to. The business must interest you and the culture should align with your values. An AICD qualification is not enough on its own, demonstrating that you meet a skills gap within the Board’s skills matrix is more important. Identify skills beyond the surface level, especially those in short supply in the market. Consider a NED role in parallel with an executive role to get exposure to a Board. Use your first Board role to learn what it takes to be a good Board member. Be conscious in your first Board role to remove yourself from day-to-day management, focus less on aggressive challenging of management and offer more supportive questioning. Understand that a Chair role will require a greater time investment, as will any Chair of Board committees. What are key skills required by Boards in the current environment? Consider a range of industries and settings: get exposed to a variety of Boards as the learnings from one Board are relevant across other Boards. External factors such as workforce, cyber, supply chain and ESG impact most companies. The private space will have a key focus on company performance and strategy. Listed companies will have a wide range of stakeholders to focus on beyond the business performance. The life stage of an organisation: often companies that are growing and are open to change allow you to make the greatest impact. Consideration of NFP Boards: ensure you are passionate about the cause and that you are comfortable with the governance and structure in place. What type of Due Diligence do you recommend before joining a Board? Due diligence is important before joining a Board to ensure you are certain and comfortable to support that Board for a period - resigning from a Board has broader implications. Ensure that you have respect for the Chair as they will drive the Board agenda and will be an important mentor. Understand the culture of the organisation, if possible, spend face to face time with the executives. Is it culture that encourages performance and diversity of thought? Consider the other Directors and major stakeholders as well as reviewing Financial Statements. Google the reputation of the organisation - do you feel comfortable with the values? Asking whether this is a business you would invest in is a useful yardstick given you will invest time.
26 May, 2023
Navigating Change: How CFOs can effectively drive transformation whilst delivering maximum impact. Derwent were proud to host an informative panel event this week, which focused on effective CFO leadership. Our panel of experts included: Adele Stratton, Chief Financial Officer, Iluka Resources Donna Carrington, Chief Financial Officer, HBF Health CFOs are increasingly required to drive transformation within organisations. Finance leaders must now go beyond the numbers and effectively drive organisation-wide change that improves future company performance. The CFO Leadership Series provided valuable insights in delivering high impact and being an effective catalyst for change. The esteemed panel shared observations and learnings on this topic, along with the CFO role in all its breadth, including its critical involvement in ESG strategy. Thank you to our wonderful guest speakers Adele Stratton (CFO Iluka Resources) and Donna Carrington (CFO HBF) who shared valuable insights on a wide variety of topics which included stepping out of your profession comfort zone and taking on new areas of responsibility, the importance of succession planning, effective business partnering with the CEO and the CFOs role in leading the sustainability charge.
By Ben Derwent 15 Nov, 2023
Derwent’s latest Pathway to the Boardroom event was hosted in Perth by our Managing Director Ben Derwent . The event shared valuable insights to a crowd of aspiring Non-Executive Directors to help them take their first steps towards building a fulfilling career in the boardroom. Board roles are a fantastic way of contributing expertise in different settings, and can provide opportunities to further your skillset, gain visibility across multiple business functions, extend your professional network, and to learn the dynamics of boardroom decision making. Taking the first step can be difficult, and there are often different pathways to take. On this journey, it is important to assess what type of directorship is best suited to you and your skillset. “What will complement your executive career?” and “what board setting is most appropriate?” are important questions to reflect on. There were three key themes shared for those looking to secure a board position: #1 Considering your ‘Value Add’ proposition, and how to articulate it This applies to both an executive and board career. Your value proposition as an executive includes your industry experience, functional skills, as well as strategic capabilities. In transitioning your value proposition towards being a director, this extends to how you work with a board and c-suite, your ability to contribute to strategy development, critical thinking, risk and governance, and leadership experience. The ability to articulate these elements and how they would benefit a board are key. #2 Defining your personal brand and engaging the right networks You need to clearly articulate and frame your personal brand presence (i.e. what you outwardly represent and are known for). Being proactive in engaging the right networks is the best avenue to ensure that you’re considered for board roles. Engaging search firms is also a great step, but your first board placement will likely come from your own personal networks. Building your network in both professional and social environments can help to expand your reach and opportunities. #3 The importance of due diligence Taking the time to ensure that you have done your due diligence when considering board opportunities is crucial. A company may choose you, but it is equally important that you are also choosing them. Be sure to make both skillset (company strategy, risks, industry, etc.) and mindset (the people, culture, values, alignment) checks. Derwent is delighted to continue to support the next generation of Board talent across both our events programs and directly through our expert team of Executive Search and Board specialists.
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