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‘Path to net zero’ driving boards 2022
March 10, 2022
Charting the best path to net zero emissions by 2050 and balancing the short-term demands of investors, suppliers and staff for “quick wins” on climate change policies is one of the most pressing issues for boards in 2022, according to a leading local boutique recruitment firm.
Derwent, which is run by Lindsay Every – the son of former Wesfarmers and Boral chairman Bob Every – believes that where managing digital transformation was the predominant theme for boards in 2021, the “pathway to net zero 2050” came to the fore in January this year.
“The questions firms are asking are around how they manage short-term stakeholder tension – shareholders, suppliers, staff and community – to be seen to be delivering quick wins with understanding how ultimately technology will serve to offset carbon or related ESG (environmental, social and governance) goals,” said Derwent founder Ben Derwent.
“Boards are asking what lens to look through: considering this theme in isolation may ultimately unwind investment endeavours in emerging markets or the equivalent.
“That said, green washing and/or doing nothing is equally harmful.” Mr Derwent said listed companies were setting up special purpose investment functions to identify and invest in technology to address decarbonisation and climate objectives.
“Additionally we are seeing the emergence of environmental and governance executives and specialist communications/IR professionals,” he said.
The powerful Australian Council of Superannuation Investors has warned that its members – with combined assets of more than $1 trillion – will vote against the re-election of directors they believe have failed to manage climate risk appropriately. Investors are also increasingly expecting companies to address material climate-related risks in their reporting.
At the same time, the corporate and prudential regulators in Australia have highlighted the need to address climate risk.
Derwent competes against the global executive recruiters, which include the likes of Spencer Stuart, Heidrick & Struggles, Egon Zehnder, Korn Ferry and Russell Reynolds, for “mandates” to recruit executives.
The Sydney-based firm, which will turn over more than $25m this year and boasts former News Corporation and Foxtel chief executive Peter Tonagh on its advisory board, handles more than 500 executive and board appointments a year.
Last year one of Derwent’s top appointments was assisting former Australia Post executive Nicole Sheffield become head of digital at Perth conglomerate Wesfarmers.
The firm also helped Australian Jane Huxley return home from the UK where she was a top global executive at streaming giant Spotify to take over the CEO role at Are Media, the magazine company formerly known as Bauer Media.
A year earlier it helped former Bank of Queensland and Bankwest chief executive Jon Sutton take the role of chief executive of working capital finance provider Scottish Pacific.
Mr Derwent said the current “noise” in global financial markets and among international central Banks about inflation was real, based on surging demand and supply constraints caused by closed borders and other caps on mobility during the Covid pandemic.
This, he said, was being fuelled by soaring wages growth in some sectors. “Particular spikes will continue well beyond the borders opening (although this will free up supply in some sectors), as demand for new and different skills will be hotly contested well ahead of adequate talent pipelines meeting demand – for example digital, data/tech, cyber, etc,’’ he said.
“Also absent from the wage inflation debate is the increase in the compulsory superannuation levy. This is another elephant in the room: as this will likely increase cost to firms, thus increasing firms’ wage bills,” Mr Derwent said.
He said boards were now providing “the 3 Cs for CEOs to get the strategy and structure set for an agenda of growth”.
“These are capital: good earnings and cash flow, tidy balance sheets and access to capital markets. Conviction: commitment to seeing this though and not flip- flopping. And culture: an organisation that is match fit to advance the firm beyond its core.” Mr Derwent added that the most progressive listed companies were now establishing so-called “corporate venture units”, discrete investment functions looking at emerging technologies and talent.
He said his firm’s point of difference against the global giants of the sector was its connections to the best local directors and executives.
“There’s no doubt that there is the rise of the super boutique. That doesn’t mean that it’s this default to the Aussie battler.
“But I think organisations are looking for something new and different. They’re looking for people that have got a greater connection to the domestic talent pool,” he said.
“That they are looking for the challenger brand which can bring forward some more courageous ideas, because things are moving quickly.
“And just putting Bob or Betty or the usual suspects in a predictable way into jobs is just gone. Derwent, from its heritage, has always been a challenger brand representing the new and different. So therefore that translates to putting different people into board roles than may have been there in the past. “It absolutely speaks to thinking about the X factor that drives private equity success and how can we take that secret sauce to other settings and sectors.
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What was once viewed as a temporary stopgap is now recognised as strategic capability. As organisations operate leaner than ever, through automation, AI-enabled processes, and efficiency drives, the pressure point is clear: when major initiatives arise or executive roles become vacant, there is little capacity left to absorb the workload. Interim executive leadership bridges the gap, maintaining momentum and delivering change at pace – while a quality permanent search secures the right long-term appointment. What's Driving This Shift Lean Operations Creating Capacity Walls Organisations that have successfully streamlined operations are vulnerable to the trade-off: when major initiatives emerge, there’s little capacity in the system. A private equity-backed logistics organisation acquiring two competitors can’t pause organic growth to integrate the acquisitions. A publicly listed financial services firm implementing new regulatory requirements can’t pull their Chief Financial Officer off business as usual for nine months. The permanent executive team that runs lean operations brilliantly often lacks the bandwidth for the strategic initiatives that drive growth. Business Continuity During Leadership Transitions Leadership transitions may be more frequent than boards would like. According to FTI Consulting’s 2024 Global CFO Report, 61% of Chief Financial Officers globally report average tenure of less than five years, and Chief Executive Officer turnover follows a similar pattern. When an executive exits, organisations face a choice: rush a permanent appointment, redistribute workload across an already stretched team, or maintain momentum with interim leadership while a thorough permanent search runs in parallel. Without interim support during the transition, the risk is real – critical decisions get delayed, strategic projects stall, and team morale suffers when colleagues absorb additional responsibility. From Stopgap to Strategic Capability Private equity firms are expert at leveraging flexible, high-calibre leadership into their portfolio companies to execute value creation plans without long-term fixed costs. The model is powerful and accessible with the right partner – proven interim executives (sometimes referred to as fixed-term contractors) are brought in to deliver defined outcomes while the permanent search identifies the right long-term appointment, then transitioned out when that person is in place. In many cases, the interim executive becomes the permanent appointment – an effective de-risking mechanism that lets both the organisation and the individual assess fit before committing long-term. We’re now seeing this model adopted well beyond private equity – ASX-listed companies and large private enterprises are building interim capability into how they plan, not just how they respond. The Delivery Advantage When organisations face major initiatives, many have historically turned to consulting firms. The interim executive model offers something fundamentally different: accountability from the inside. An interim executive integrating an acquisition isn't engaged alongside the business – they're embedded within it, leading teams, owning decisions, and driving outcomes as part of the leadership team. What This Means For Private Equity Firms and Portfolio Companies: The model of running assets lean whilst executing rapid transformations is being adopted more broadly across the Australian corporate landscape. Interim executive talent provides senior capability precisely when and where it is needed, without inflating the fixed cost base. When that interim executive is also a potential permanent appointment, the engagement becomes a live assessment – providing a powerful de-risking mechanism on both sides of a critical hire. Boards and C-Suite Executives: Major transactions, transformation projects, and unexpected executive departures no longer require a choice between overwhelming the permanent team, rushing critical appointments, or engaging consulting firms. Executive interim leadership provides a fourth option: proven leaders who own delivery, integrate with the organisation, and transition out when the initiative is complete or the permanent appointment is in place. Talent and Human Resources Leaders : The calibre of interim executive talent now accessible, and the speed at which it can be deployed, is reshaping how talent leaders advise the business on leadership capacity. Building those relationships before capacity constraints or leadership transitions emerge is the difference between a reactive conversation and a strategic one. The organisations getting this right aren’t treating interim leadership as a fallback – they’re building it into how they think about leadership capacity and talent strategy. Interim and permanent executive search are powerful partners: one buys the time the other needs to ensure you get the right talent solution for your organisation. If you're exploring how interim executive leadership works in practice, reach out to John O'Leary , Partner – Interim. To learn how interim and permanent executive search could work together for your organisation, contact us here . We'd welcome the conversation. Derwent brings together executive search, interim solutions, and board search, partnering with your organisation to find and connect the right high-impact talent to support your leadership needs, now and into the future.
Advancing women in technology has been a priority for most organisations for years. The gap between intention and outcome has barely moved. At our recent Leadership Unfiltered breakfast in Sydney, senior tech executives gathered to move beyond awareness into the kind of candid, practical conversation that rarely happens in public. We heard from Brendon Riley , Former Chief Executive at Telstra Infraco, and Duncan Hewett , Former Senior Vice President and General Manager Asia Pacific and Japan at VMware – two of Australia's most respected technology leaders – who drew on their careers to share the specific actions, missteps, and sponsorship moments that helped women on their teams break through to senior roles. Sheryl Carroll , Integrative Health Practitioner and Women's Health Coach, brought a complementary and often overlooked perspective: how women's health and wellbeing intersects with career advancement at every stage – and what organisations are missing by not accounting for it. The dimension organisations aren't accounting for Sheryl opened a conversation that is largely absent from leadership forums: the physical and hormonal arc of a woman's working life. From significant health challenges that can affect energy, focus, and confidence at any career stage, to pregnancy and parental leave, to the cumulative weight of the invisible load – the domestic and emotional labour that disproportionately falls on women – the biological reality of the working experience is rarely factored into how organisations are designed or how leaders are prepared. The response doesn't require a complex program. It starts with genuine awareness and leaders who ask how someone is really doing – and mean it. From directing to unlocking Both Brendon and Duncan were candid about getting it wrong first. Early in their careers, both led through instruction — pushing harder, assuming effort and direction from the top was what drove performance. The shift that changed how they led was moving from directing to removing the barriers that prevented people from performing at their best. The insight, when it came, was the same: the potential was already there. The role of the leader was to surface it, not manufacture it. For both, that realisation didn't come from a leadership program – it came from paying closer attention to what was actually happening around them. The relationship gap that costs you talent One of the harder themes of the morning: the cost of leader relationships that don't go deep enough. When leaders don't know what's really happening in someone's life – their ambitions, their constraints, the pressures they're managing alongside their role – they can't support them effectively. Women, both speakers observed, tend to manage the whole picture. They are often highly capable of compartmentalising and getting on with it, even when significant things are happening beneath the surface. That places a real responsibility on leaders to ask the second question – and to build enough trust that the real answer feels safe to give. Confidence is the barrier – and it's addressable What most often holds women back isn't capability. The women in these conversations weren't lacking skills – they were navigating environments where visibility was inconsistent, sponsorship was patchy, and the path forward was unclear. The response that works isn't more training. It's active, deliberate sponsorship – advocating in rooms where the person isn't present, creating visibility, and building the conditions for women to see themselves in the role ahead rather than just knowing it exists in theory. This isn't theoretical. Leaders in the room had tested it at scale – running programs designed to address the skills gap in women returning to technology, only to find the skills gap wasn't the issue. Confidence was, every time. The double burden of emotional intelligence A question that surfaced in discussion: if the qualities that make women effective leaders – holding the whole picture, asking the deeper question, attending to the wellbeing of the team – are also the qualities that can quietly add to their load, how do women embrace them without being typecast by them? The answer that emerged wasn't to dial those qualities back. It was for organisations and leaders to recognise them for what they are – a strategic asset – and to stop treating them as an informal tax. When emotional intelligence is expected but unacknowledged, it becomes invisible labour. When it's recognised and valued in how people are assessed, promoted, and supported, it becomes a genuine differentiator. The responsibility sits with the organisation as much as the individual Design it in – don't bolt it on Brendon spoke to the difference between retrofitting diversity into an existing culture and designing it in from the start. When the opportunity exists to build something new, the early decisions about who is in the room and what behaviours are rewarded shape everything that follows. Brendon referenced research on representation suggesting that when a minority group reaches around 25% – a tipping point – the dynamic in the room shifts. The culture changes. Interactions change. Getting there requires deliberate choices made early, not after the habits have already formed. The role male leaders play What made this conversation distinctive was its framing. This wasn't a discussion about what women need to do differently. It was two senior male leaders reflecting honestly on the specific decisions – and the specific failures – that shaped the women on their teams. The consistent thread: they weren't giving women an advantage. They were removing disadvantages that had always been there. Sponsoring people into rooms they weren't in. Creating space for contribution before it felt warranted. Backing someone before they felt ready, because the leader could see what the person couldn't yet see in themselves. For male leaders in technology, the ask is clear: the question isn't whether to be involved in this work. It's whether the decisions being made every day are advancing it – or quietly undermining it. The conversation didn't stop in Sydney. The following week in Canberra, Claudine Beltrami , Former ANZ Head of Public Sector at Verizon Business, and Lucy Poole , Deputy Chief Executive Officer – Digital Strategy, Policy and Performance at the Digital Transformation Agency, brought their own experience of senior leadership in technology to a roundtable of women in the industry. Our thanks to Katharine Whittaker for facilitating both conversations with the honesty and depth they deserved, and to Brendon, Duncan, Sheryl, Claudine, and Lucy for their honesty and generosity. Continue the conversation For further insights or to explore how Derwent can support your organisation's approach to women in technology leadership, connect with our Digital & Technology Practice team at sydney@derwentsearch.com.au To register your interest in 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 .
What was once viewed as a temporary stopgap is now recognised as strategic capability. As organisations operate leaner than ever, through automation, AI-enabled processes, and efficiency drives, the pressure point is clear: when major initiatives arise or executive roles become vacant, there is little capacity left to absorb the workload. Interim executive leadership bridges the gap, maintaining momentum and delivering change at pace – while a quality permanent search secures the right long-term appointment. What's Driving This Shift Lean Operations Creating Capacity Walls Organisations that have successfully streamlined operations are vulnerable to the trade-off: when major initiatives emerge, there’s little capacity in the system. A private equity-backed logistics organisation acquiring two competitors can’t pause organic growth to integrate the acquisitions. A publicly listed financial services firm implementing new regulatory requirements can’t pull their Chief Financial Officer off business as usual for nine months. The permanent executive team that runs lean operations brilliantly often lacks the bandwidth for the strategic initiatives that drive growth. Business Continuity During Leadership Transitions Leadership transitions may be more frequent than boards would like. According to FTI Consulting’s 2024 Global CFO Report, 61% of Chief Financial Officers globally report average tenure of less than five years, and Chief Executive Officer turnover follows a similar pattern. When an executive exits, organisations face a choice: rush a permanent appointment, redistribute workload across an already stretched team, or maintain momentum with interim leadership while a thorough permanent search runs in parallel. Without interim support during the transition, the risk is real – critical decisions get delayed, strategic projects stall, and team morale suffers when colleagues absorb additional responsibility. From Stopgap to Strategic Capability Private equity firms are expert at leveraging flexible, high-calibre leadership into their portfolio companies to execute value creation plans without long-term fixed costs. The model is powerful and accessible with the right partner – proven interim executives (sometimes referred to as fixed-term contractors) are brought in to deliver defined outcomes while the permanent search identifies the right long-term appointment, then transitioned out when that person is in place. In many cases, the interim executive becomes the permanent appointment – an effective de-risking mechanism that lets both the organisation and the individual assess fit before committing long-term. We’re now seeing this model adopted well beyond private equity – ASX-listed companies and large private enterprises are building interim capability into how they plan, not just how they respond. The Delivery Advantage When organisations face major initiatives, many have historically turned to consulting firms. The interim executive model offers something fundamentally different: accountability from the inside. An interim executive integrating an acquisition isn't engaged alongside the business – they're embedded within it, leading teams, owning decisions, and driving outcomes as part of the leadership team. What This Means For Private Equity Firms and Portfolio Companies: The model of running assets lean whilst executing rapid transformations is being adopted more broadly across the Australian corporate landscape. Interim executive talent provides senior capability precisely when and where it is needed, without inflating the fixed cost base. When that interim executive is also a potential permanent appointment, the engagement becomes a live assessment – providing a powerful de-risking mechanism on both sides of a critical hire. Boards and C-Suite Executives: Major transactions, transformation projects, and unexpected executive departures no longer require a choice between overwhelming the permanent team, rushing critical appointments, or engaging consulting firms. Executive interim leadership provides a fourth option: proven leaders who own delivery, integrate with the organisation, and transition out when the initiative is complete or the permanent appointment is in place. Talent and Human Resources Leaders : The calibre of interim executive talent now accessible, and the speed at which it can be deployed, is reshaping how talent leaders advise the business on leadership capacity. Building those relationships before capacity constraints or leadership transitions emerge is the difference between a reactive conversation and a strategic one. The organisations getting this right aren’t treating interim leadership as a fallback – they’re building it into how they think about leadership capacity and talent strategy. Interim and permanent executive search are powerful partners: one buys the time the other needs to ensure you get the right talent solution for your organisation. If you're exploring how interim executive leadership works in practice, reach out to John O'Leary , Partner – Interim. To learn how interim and permanent executive search could work together for your organisation, contact us here . We'd welcome the conversation. Derwent brings together executive search, interim solutions, and board search, partnering with your organisation to find and connect the right high-impact talent to support your leadership needs, now and into the future.
Advancing women in technology has been a priority for most organisations for years. The gap between intention and outcome has barely moved. At our recent Leadership Unfiltered breakfast in Sydney, senior tech executives gathered to move beyond awareness into the kind of candid, practical conversation that rarely happens in public. We heard from Brendon Riley , Former Chief Executive at Telstra Infraco, and Duncan Hewett , Former Senior Vice President and General Manager Asia Pacific and Japan at VMware – two of Australia's most respected technology leaders – who drew on their careers to share the specific actions, missteps, and sponsorship moments that helped women on their teams break through to senior roles. Sheryl Carroll , Integrative Health Practitioner and Women's Health Coach, brought a complementary and often overlooked perspective: how women's health and wellbeing intersects with career advancement at every stage – and what organisations are missing by not accounting for it. The dimension organisations aren't accounting for Sheryl opened a conversation that is largely absent from leadership forums: the physical and hormonal arc of a woman's working life. From significant health challenges that can affect energy, focus, and confidence at any career stage, to pregnancy and parental leave, to the cumulative weight of the invisible load – the domestic and emotional labour that disproportionately falls on women – the biological reality of the working experience is rarely factored into how organisations are designed or how leaders are prepared. The response doesn't require a complex program. It starts with genuine awareness and leaders who ask how someone is really doing – and mean it. From directing to unlocking Both Brendon and Duncan were candid about getting it wrong first. Early in their careers, both led through instruction — pushing harder, assuming effort and direction from the top was what drove performance. The shift that changed how they led was moving from directing to removing the barriers that prevented people from performing at their best. The insight, when it came, was the same: the potential was already there. The role of the leader was to surface it, not manufacture it. For both, that realisation didn't come from a leadership program – it came from paying closer attention to what was actually happening around them. The relationship gap that costs you talent One of the harder themes of the morning: the cost of leader relationships that don't go deep enough. When leaders don't know what's really happening in someone's life – their ambitions, their constraints, the pressures they're managing alongside their role – they can't support them effectively. Women, both speakers observed, tend to manage the whole picture. They are often highly capable of compartmentalising and getting on with it, even when significant things are happening beneath the surface. That places a real responsibility on leaders to ask the second question – and to build enough trust that the real answer feels safe to give. Confidence is the barrier – and it's addressable What most often holds women back isn't capability. The women in these conversations weren't lacking skills – they were navigating environments where visibility was inconsistent, sponsorship was patchy, and the path forward was unclear. The response that works isn't more training. It's active, deliberate sponsorship – advocating in rooms where the person isn't present, creating visibility, and building the conditions for women to see themselves in the role ahead rather than just knowing it exists in theory. This isn't theoretical. Leaders in the room had tested it at scale – running programs designed to address the skills gap in women returning to technology, only to find the skills gap wasn't the issue. Confidence was, every time. The double burden of emotional intelligence A question that surfaced in discussion: if the qualities that make women effective leaders – holding the whole picture, asking the deeper question, attending to the wellbeing of the team – are also the qualities that can quietly add to their load, how do women embrace them without being typecast by them? The answer that emerged wasn't to dial those qualities back. It was for organisations and leaders to recognise them for what they are – a strategic asset – and to stop treating them as an informal tax. When emotional intelligence is expected but unacknowledged, it becomes invisible labour. When it's recognised and valued in how people are assessed, promoted, and supported, it becomes a genuine differentiator. The responsibility sits with the organisation as much as the individual Design it in – don't bolt it on Brendon spoke to the difference between retrofitting diversity into an existing culture and designing it in from the start. When the opportunity exists to build something new, the early decisions about who is in the room and what behaviours are rewarded shape everything that follows. Brendon referenced research on representation suggesting that when a minority group reaches around 25% – a tipping point – the dynamic in the room shifts. The culture changes. Interactions change. Getting there requires deliberate choices made early, not after the habits have already formed. The role male leaders play What made this conversation distinctive was its framing. This wasn't a discussion about what women need to do differently. It was two senior male leaders reflecting honestly on the specific decisions – and the specific failures – that shaped the women on their teams. The consistent thread: they weren't giving women an advantage. They were removing disadvantages that had always been there. Sponsoring people into rooms they weren't in. Creating space for contribution before it felt warranted. Backing someone before they felt ready, because the leader could see what the person couldn't yet see in themselves. For male leaders in technology, the ask is clear: the question isn't whether to be involved in this work. It's whether the decisions being made every day are advancing it – or quietly undermining it. The conversation didn't stop in Sydney. The following week in Canberra, Claudine Beltrami , Former ANZ Head of Public Sector at Verizon Business, and Lucy Poole , Deputy Chief Executive Officer – Digital Strategy, Policy and Performance at the Digital Transformation Agency, brought their own experience of senior leadership in technology to a roundtable of women in the industry. Our thanks to Katharine Whittaker for facilitating both conversations with the honesty and depth they deserved, and to Brendon, Duncan, Sheryl, Claudine, and Lucy for their honesty and generosity. Continue the conversation For further insights or to explore how Derwent can support your organisation's approach to women in technology leadership, connect with our Digital & Technology Practice team at sydney@derwentsearch.com.au To register your interest in future Derwent events, please reach out to us at events@derwentsearch.com.au .
