Moving from a senior executive career to a Non-Executive Director role is a transition many aspire to, but fewer approach with the deliberate strategy it requires. At our recent Pathway to the Boardroom event in Perth, senior executives heard directly from two experienced directors on what it actually takes to make that shift a success. We were joined by Amber Banfield , Non-Executive Chair of SRG Global and Non-Executive Director of Perseus Mining and Cyprium Metals, who brings over 25 years of experience across resources, energy, sustainability and new energy markets, including a senior career with Worley Limited. And Lui Pangiarella , Co-founder and Co-Managing Director of WayFinder Capital, an Independent Non-Executive Director and Board Chair with a career spanning SaaS, fast-moving consumer goods, disability services, manufacturing, and construction – including Chair positions with iconic Australian brands and high-growth software businesses. Their conversation covered the practical realities of the pathway, and what separates those who navigate it successfully from those who stall. Four themes stood out. Know your value before you knock on the door Before pursuing board roles, the most important question to answer is: what do I actually bring? Look at your current skill set honestly and identify where the gaps are. If your experience is narrow, use the time you still have in an executive role to broaden it deliberately. Boards are looking for directors who can contribute across multiple dimensions, not just deep expertise in one lane. Beyond functional skills, boards assess how you show up. Curiosity, the ability to hold your view lightly, and a genuine commitment to collective decision-making matter as much as your resume. Your network is your pipeline – treat it that way Almost every board role both speakers had held came through a relationship, not a formal process. Lui's first board appointment came from an organisation he'd approached simply out of interest. Amber's subsequent roles grew from recommendations by fellow board members who'd seen her work. The practical takeaway: tell people you're interested in board roles and let those conversations develop. Perth in particular is a tightly networked market, and reputations travel fast. Be specific about the kinds of organisations you want to serve and make sure the conversations you're having are equally specific. Choose your boards as carefully as they choose you Both speakers were emphatic: joining a board requires more rigour than accepting an executive role, not less. The starting point is the executive team – are they people you can trust, with the capability to take the organisation where it wants to go? If that answer is uncertain, the conversation should end there. From there, the other key considerations should include the Chair's reputation and how they run the room, the culture of the board itself, and in private settings, the dynamics of the shareholder group. Lui recommended observing at least one board meeting before committing. Amber recommended speaking to the person you're replacing to find out why they left. Don't be afraid of a challenging organisation either; some of the most formative board experiences come from companies navigating difficulty. The director mindset takes time – give it that time The shift from executive to director is real, and both speakers were honest about how long it takes to fully internalise. Amber's rule for the first six months is to listen. Understand the board, the dynamics, the executive team. Resist the urge to add value before you understand the context. Creating unnecessary work for management – such as emails that don't need to be sent, questions that serve curiosity rather than governance – gets executives offside quickly. Lui described his own evolution: the instincts that make an executive effective – drive, accountability, pushing hard – can actively damage board relationships if brought in unchecked. The consulting mindset transfers better; ask good questions, synthesise well, and help the group make the best possible decision rather than advocating for your own. The conversation was a reminder that the pathway to the boardroom is neither quick nor accidental. It rewards those who prepare deliberately, build relationships with intention, and approach the director role on its own terms. Our thanks to Michelle Gardiner and Julie Colvin , Managing Partners at Derwent, for hosting the morning, and to Amber and Lui for sharing their experience with such practicality and honesty. Continue the conversation For further insights or to explore how Derwent can support your transition to board directorship, connect with our team at perth@derwentsearch.com.au . To register your interest in future Derwent events, please reach out to us at events@derwentsearch.com.au .

Senior executives navigating the transition from executive to Non-Executive Director roles face a pathway that's less organic and more deliberate than many expect. Derwent delved into this important topic with 50 senior executives in Brisbane last week at our Pathway to the Boardroom event. Despite different journeys throughout their executive careers and into a Board portfolio, our speakers, Susan Forrester AM and Teresa Dyson , shared their wisdom across the decisions that support your transition to Director, the importance of leveraging networks across your career, value addition and the shift from an operating mindset, and the importance of thorough due diligence. Key Themes & Takeaways Pathway from executive to non-executive The pathway is not easy during transition from an executive career. You need to be “eyes wide open and have a thick skin” – there will be individual and market circumstances that will test your resolve and motivations. A deliberate and formal transition to a Board career can make the path clearer – especially for the networks that are trying to advocate for your Board candidacy. Many individuals expect that they will organically end up on boards after their executive career; however, in reality it’s a long process that requires patience, intent, and effort. The power of your network Leverage your network of experience and draw on different periods of your career journey for introductions and conversations that might lead to Board opportunities. Map out a plan of who you should be talking to, including existing Board members, other well-networked senior executives, Board communities (such as AICD), and relevant experts such as Board search partners. By letting broad networks know of your intention and desire to join Boards, it can provide opportunities to get a foot in the door. Get out there and plant a lot of different seeds! The importance of your value-add proposition Many aspiring Board Directors can tick a lot of the boxes when it comes to the criteria for Board candidacy, but the difference can be the fit to specific organisations. Your value addition can be identified across various facets, including your functional or industry expertise, your broader career achievement or success (such as major transactions, industry changes, working in different settings or ownership structures, etc), and personal or ethical alignment. Part of developing your individual proposition is sharing the unique elements of your profile with your networks, including the personal experiences and drivers that can be as important as your professional experience. Director mindset versus executive mindset New Directors often try to prove their executive and sometimes technical expertise, and need to make the shift to a mindset of governing over managing – “noses in and fingers out”. There’s a style of thinking from an executive career that allows you to draw on your experience and add real value to a Board setting. A change in mindset is required in order to add value in the critical areas for a Board member, such as setting and agreeing strategy alongside management, managing risk, and selecting the CEO. Conducting due diligence as you explore Board opportunities Due diligence is mutual – both for companies bringing on a Board member, and Board members looking to join an organisation. Exploration may include reading previous annual reports, talking to brokers or customers, and most importantly meeting the Chair, committee members, and other Directors if possible. Each Board has its own risk appetite, so it’s important to understand the values and risk alignment. Building relationships with other Board members to have open and honest conversations can take time and trust. “Boards are like a team – they don’t train together often, but they come together to play”. Our thanks to Michelle Gardiner , Managing Partner from our Board practice, for hosting this event, and to our guest speakers and attendees for their valuable contributions. Continue the conversation We'd love to hear your perspective on this topic! For further insights or to explore how Derwent can help you or your organisation, connect with our team at brisbane@derwentsearch.com.au . To express your interest for future Derwent events, please reach out to us at events@derwentsearch.com.au .

Moving from a senior executive career to a Non-Executive Director role is a transition many aspire to, but fewer approach with the deliberate strategy it requires. At our recent Pathway to the Boardroom event in Perth, senior executives heard directly from two experienced directors on what it actually takes to make that shift a success. We were joined by Amber Banfield , Non-Executive Chair of SRG Global and Non-Executive Director of Perseus Mining and Cyprium Metals, who brings over 25 years of experience across resources, energy, sustainability and new energy markets, including a senior career with Worley Limited. And Lui Pangiarella , Co-founder and Co-Managing Director of WayFinder Capital, an Independent Non-Executive Director and Board Chair with a career spanning SaaS, fast-moving consumer goods, disability services, manufacturing, and construction – including Chair positions with iconic Australian brands and high-growth software businesses. Their conversation covered the practical realities of the pathway, and what separates those who navigate it successfully from those who stall. Four themes stood out. Know your value before you knock on the door Before pursuing board roles, the most important question to answer is: what do I actually bring? Look at your current skill set honestly and identify where the gaps are. If your experience is narrow, use the time you still have in an executive role to broaden it deliberately. Boards are looking for directors who can contribute across multiple dimensions, not just deep expertise in one lane. Beyond functional skills, boards assess how you show up. Curiosity, the ability to hold your view lightly, and a genuine commitment to collective decision-making matter as much as your resume. Your network is your pipeline – treat it that way Almost every board role both speakers had held came through a relationship, not a formal process. Lui's first board appointment came from an organisation he'd approached simply out of interest. Amber's subsequent roles grew from recommendations by fellow board members who'd seen her work. The practical takeaway: tell people you're interested in board roles and let those conversations develop. Perth in particular is a tightly networked market, and reputations travel fast. Be specific about the kinds of organisations you want to serve and make sure the conversations you're having are equally specific. Choose your boards as carefully as they choose you Both speakers were emphatic: joining a board requires more rigour than accepting an executive role, not less. The starting point is the executive team – are they people you can trust, with the capability to take the organisation where it wants to go? If that answer is uncertain, the conversation should end there. From there, the other key considerations should include the Chair's reputation and how they run the room, the culture of the board itself, and in private settings, the dynamics of the shareholder group. Lui recommended observing at least one board meeting before committing. Amber recommended speaking to the person you're replacing to find out why they left. Don't be afraid of a challenging organisation either; some of the most formative board experiences come from companies navigating difficulty. The director mindset takes time – give it that time The shift from executive to director is real, and both speakers were honest about how long it takes to fully internalise. Amber's rule for the first six months is to listen. Understand the board, the dynamics, the executive team. Resist the urge to add value before you understand the context. Creating unnecessary work for management – such as emails that don't need to be sent, questions that serve curiosity rather than governance – gets executives offside quickly. Lui described his own evolution: the instincts that make an executive effective – drive, accountability, pushing hard – can actively damage board relationships if brought in unchecked. The consulting mindset transfers better; ask good questions, synthesise well, and help the group make the best possible decision rather than advocating for your own. The conversation was a reminder that the pathway to the boardroom is neither quick nor accidental. It rewards those who prepare deliberately, build relationships with intention, and approach the director role on its own terms. Our thanks to Michelle Gardiner and Julie Colvin , Managing Partners at Derwent, for hosting the morning, and to Amber and Lui for sharing their experience with such practicality and honesty. Continue the conversation For further insights or to explore how Derwent can support your transition to board directorship, connect with our team at perth@derwentsearch.com.au . To register your interest in future Derwent events, please reach out to us at events@derwentsearch.com.au .