On Wednesday 21 May, Derwent was delighted to host our "Women in Tech" event in Sydney, bringing together female Chief Information Officers, Chief Technology Officers, GM Tech leaders in the Digital and Technology industry. This session explored navigating the path to the boardroom, offering insight into why it matters to be Board ready in an evolving landscape – where digital transformation, emerging technologies, and strategic innovation are reshaping the expectations of board directors. Recently, there's been a notable shift in boardroom mandates emphasising digital transformation and a deep lense on people and culture background to bring boardroom table. We were joined by Claudine Ogilvie , former CTO at Jetstar Airways ¤nt Non-Executive Director of Scyne Advisory and Cuscal Limited , and Michelle Gardiner , Managing Partner of Derwent's Board practice who shared their perspectives, drawing from their experience across multiple board roles throughout the Digital and Technology industry. Key Themes & Takeaways: Importance of Being T-shaped Emphasise the importance of T-shaped concept. Ensuring breadth of knowledge/experience and taking on leadership roles to build out commercial skill set and broaden expertise. For many Tech, Digital & Data Executives who have spent most of their career in a deep functional domain, it is harder for them to gain the “T-shape” when pursuing a board career. The “T-shape” refers to having deep technical experience combined with the breadth of commercial skills. Boardrooms are seeking executives with strong commercial & operational experience across an organisation, which is most commonly seen in a CEO or COO. Transitioning to Board Roles The first board appointment is often the most challenging, with boards seeking individuals who have both experience and a deep understanding of the company and strategy. Be strategic in your first Board role, sit on a Board you know best, sectors you have most executive experience and knowledge of. This is encouraged to further develop your professional career; this can be done in conjunction with an Executive career. AI & Governance At the Board level, it's critical to remember that while the technology may be new, the fundamentals of governance remain the same. It’s still about managing risk, identifying opportunity, ensuring transparency, and asking open questions. With any emerging technology – including AI – Boards need to focus on how it's changing the organisation’s risk landscape, operating model, and competitive context. That means engaging in open, informed discussions with management, and ensuring there are clear frameworks for oversight. Why Work on a Board Role? Working on a board role is a powerful opportunity for professional development. It offers a unique chance to adopt a board-level mindset, broadening your strategic thinking and understanding of governance at the highest level. Enjoy governance for what it is – interesting – give it go – see how you feel – you can learn a lot. Engaging in professional development and adopting a board-level mindset is particularly enriching. It’s also great to work with a diverse range of companies, each presenting unique challenges that require innovative and strategic thinking. Advice for Aspiring Board Members Engage in industry events, conferences, and courses (e.g., AICD) to build connections and increase visibility. Take on projects or roles that demonstrate leadership and strategic thinking. Engage in roles that offer exposure to various aspects of business operations, including P&L management, team leadership, and strategic initiatives. Stay updated on technological advancements and their implications for business to remain relevant and valuable in Board discussions. Always back yourself, ask open ended questions – this can show other people that you can bring a different perspective and think differently. The discussion generated active engagement, with questions and conversation focusing on strategic entry into Board roles, balancing Executive and Board commitments and passion. Our speakers emphasised the value of the T-shaped concept – highlighting that while technical expertise as a CIO or CTO is crucial, combining it with commercial and business strategy is essential to stand out and add value at the Board level. We extend our thanks to Katharine Whittaker , Principal in Derwent’s Digital, Technology & Services practice, for hosting the event, and to Claudine Ogilvie , Michelle Gardiner and attendees for contributing to a valuable discussion. If you’re interested in learning more, get in touch at events@derwentsearch.com.au 

Derwent are delighted to have co-hosted an event in Perth this week in partnership with FTI Consulting on “The Value of a Great Mining CFO”. With more than 50 Executives and Board Members in attendance, event facilitator Andrew Bantock (Head of Mining Advisory at FTI Consulting) was joined by guest speakers Morgan Ball , Sandy Sibenaler , and Derwent's Julie Colvin . The discussion was anchored around FTI Consulting's White Paper “High Grade Financial Leadership of Mining Businesses” . The focus of the discussion was on what defines a ‘great’ CFO in the modern context - exploring this topic from many perspectives, extending to leadership and influence, strategic and capital planning, through to delivering impact in external markets. Key takeaways from the discussion included: The CFO plays a crucial role in planning – there is never one option and it's important to interrogate with the business the upside and downside scenarios to maximise value and minimise risk. Smart capital strategies vary depending on the lifecycle of the business and the asset, with critical periods of upfront capital investment to consider prior to cash flow. The CFO must establish relationships that are built on "The Three T's – Trust, Transparency and Timeliness" – particularly with the CEO, the Board Chair, and the Chair of the Audit and Risk Committee. It was a pleasure to be involved in the launch of this insightful piece, informed by many years of analysis and financial practice.

Last week, Derwent had the pleasure of hosting 20 Chief People Officers and senior HR executives from across the professional services industry, at our Partnering with the Partners boardroom breakfast in Sydney. The event featured valuable insights from our two panel speakers: Alissa Anderson, COO (and former CPO) of MinterEllison, and Kath Nell, CPO of Findex. As well as some additional thought-provoking commentary from others around the table, including Jenelle McMaster, Deputy CEO and CPO of EY. Hosted by Warwick Bowd , Managing Partner of Derwent's Digital, Technology and Services practice, the discussion covered a range of interesting topics – from the challenges of influencing inside partnership environments, to dealing with geo-political, economic and marketplace uncertainty, to the future of hybrid working in professional services firms, and of course the profound impact AI will increasingly have on professional services workplaces and client service experiences.

Derwent are delighted to have hosted over 100 attendees at our Pathway to the Boardroom event in Sydney this week, with guest speakers Inese Kingsmill and Robyn Stubbs . This ongoing series is designed to provide tips and perspectives to aspiring board members as they explore opportunities beyond their executive careers. Inese and Robyn shared their insights on how to plan for a board career; how to effectively develop and position your personal brand and expertise; and tips for identifying and assessing different board opportunities. Highlights of the discussion included: Gaining exposure to boards during an executive career provides professional development and foundational board experience to point to. Establish your Unique Selling Proposition (USP) – t here are unique skills, expertise and attributes that are personal to you, including adjacent experience applicable in other settings (such as regulated settings, customer, transformation, technology). You may be ‘pigeon holed’ throughout your executive career, so it’s important to further develop functional and industry experience in a variety of settings which can help to open up greater board opportunities. Finding board opportunities – there are a myriad of different channels including networking, board search recruiters, consulting engagements, industry associations, LinkedIn, personal connections. Develop a target list and do some initial research, but don’t boil the ocean. Due diligence is key to finding the right board, including research into growth opportunities, competitors, financial positioning, and skills gaps on interesting boards. Future fit boards and diversity including age, functional expertise and different styles around the boardroom table are increasingly valued. Keep an open mind to different opportunities in private, listed and NFP settings, focusing on where there is space for you to learn and contribute your skills. Not for Profits, Industry Associations and other Community Boards are helpful starting points, developing experience working directly with Board Members. This exposure can help to better understand board dynamics, governance responsibilities, the rhythm of board meetings, and how to effectively work ‘on the business’, not ‘in the business’. Continuous learning – with rapidly evolving macro environments, continuous learning, particularly in relation to emerging technology, will be crucial to staying ahead of the skills that boards will require in the future.