News


The Australian Pro Bono Centre

November 10, 2019

Derwent was privileged to provide pro-bono services and advice in assisting The Australian Pro Bono Centre with an executive search process resulting in the appointment of  Gabriela Christian-Hare  as its new  Chief Executive Officer.

The Australian Pro Bono Centre  is an independent, non-profit organisation that supports and promotes pro bono legal services. They are dedicated to growing the Australian legal profession’s capacity to provide pro bono legal services that increase access to justice for socially disadvantaged or marginalised people and further what is in the best interest of the public.

Gabriela was formerly Head of Policy and Strategy at the Centre for two years. She practiced law for over a decade with Clayton Utz in Sydney, Linklaters in London and Tokyo and as in-house counsel for leading investment bank, Nomura International, in London. She gained not-for-profit sector leadership and on-the-ground policy development experience as Special Advisor to Head of Mission of Mr Tony Blair’s Office of the Quartet Representative (OQR) in Jerusalem. Gabriela also worked for UNHCR Damascus on the Iraqi refugee crisis. Her time in the Middle East saw her working at the nexus of human rights and economic/social development in complex political environments.

Share this Article

Recent Articles

By Eliza Alford June 29, 2025
On Wednesday 25 June, Derwent was delighted to host a breakfast event in Perth to discuss "Building Resilience for Organisational Excellence” . The event bought together over 50 senior HR leaders, offering a unique opportunity for professional development and networking. The session explored the question: How do we help leaders and organisations build resilience to deliver sustainable success? Today's business environments are more complex, and conventional notions of leadership are no longer fit for purpose. The challenges for leaders in 2025 are not just about making the right moves, but the ability to make them under extreme uncertainty – political and international tensions, market volatility, the ongoing evolution of AI, technological advancements, and shifting customer expectations. Layered into this are greater expectations and focus on regulatory changes, sustainability, transition to net zero and psychosocial safety – all while remaining focused on strategy, budgets and creating long-term value for shareholders, customers, teams and other stakeholders. We were joined by Ben Pronk , co-author of The Resilience Shield and a specialist in Risk, Resilience and Leadership in high pressure situations, and Megan McCracken , experienced Executive, Board Member and Leadership Coach. Ben and Megan shared their perspectives on: What makes a resilient leader? What are the signs of organisational resilience – green flags, red flags? How can we improve resilience in organisations to achieve better outcomes? What are the key considerations for talent – current and future? Some key themes and takeaways included: High functioning organisations are characterised by “agreeable disagreement”, where healthy conflict is fostered and a culture of “ritual dissent” is the norm. The relationships between Chair, Board and CEO play an important role in cultivating a resilient culture. They “set the tone to do the things they are here to do”. Decisions should have a strong link to the purpose and vision of the organisation. The adoption of personal mindfulness practices offers a huge opportunity to enhance performance through some relatively simple changes in approach. This is supported by scientific data and an important practice to share with leaders. Psychosocial safety has a significant impact on organisational resilience. Organisations that prioritise psychosocial safety are better equipped to navigate challenges, adapt to change and maintain high performance levels. Personal traits for resilience include internal calm, curiosity, self-efficacy, and courage to respectfully challenge – importantly, these traits can be cultivated and taught. Businesses that continue to invest in personal and organisational resilience and leadership through the cycles are the most likely to have sustainable success. We extend our thanks to Eliza Alford , Principal HR & Legal, and Mike O’Sullivan , Managing Partner, for hosting the event. A special thank you to our guest speakers, Ben and Megan, and to all attendees for contributing to such a valuable and engaging discussion. If you’re interested in learning more or attending a future event, get in touch with us at events@derwentsearch.com.au
June 1, 2025
Private Equity (PE) is orchestrating a fundamental shift in portfolio company leadership, with the implications reshaping organisations and C-suites across industries. As PE firms continue to adjust to a rapidly changing business landscape, their leadership strategies are evolving to meet new challenges and opportunities. The Strategic Imperative With uncertain exit timelines and valuations under increasing scrutiny, private equity owners are making decisive talent moves to position their assets for the next phase of growth. Many portfolio companies have been held for longer periods, and the need to be “investor-ready” requires an executive team that is future-focused, energised, and able to deliver tangible impact. The shift from traditional leadership to growth-driven teams has become a central component of these strategies. Critical Talent Trends
May 22, 2025
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.
Show More
By Eliza Alford June 29, 2025
On Wednesday 25 June, Derwent was delighted to host a breakfast event in Perth to discuss "Building Resilience for Organisational Excellence” . The event bought together over 50 senior HR leaders, offering a unique opportunity for professional development and networking. The session explored the question: How do we help leaders and organisations build resilience to deliver sustainable success? Today's business environments are more complex, and conventional notions of leadership are no longer fit for purpose. The challenges for leaders in 2025 are not just about making the right moves, but the ability to make them under extreme uncertainty – political and international tensions, market volatility, the ongoing evolution of AI, technological advancements, and shifting customer expectations. Layered into this are greater expectations and focus on regulatory changes, sustainability, transition to net zero and psychosocial safety – all while remaining focused on strategy, budgets and creating long-term value for shareholders, customers, teams and other stakeholders. We were joined by Ben Pronk , co-author of The Resilience Shield and a specialist in Risk, Resilience and Leadership in high pressure situations, and Megan McCracken , experienced Executive, Board Member and Leadership Coach. Ben and Megan shared their perspectives on: What makes a resilient leader? What are the signs of organisational resilience – green flags, red flags? How can we improve resilience in organisations to achieve better outcomes? What are the key considerations for talent – current and future? Some key themes and takeaways included: High functioning organisations are characterised by “agreeable disagreement”, where healthy conflict is fostered and a culture of “ritual dissent” is the norm. The relationships between Chair, Board and CEO play an important role in cultivating a resilient culture. They “set the tone to do the things they are here to do”. Decisions should have a strong link to the purpose and vision of the organisation. The adoption of personal mindfulness practices offers a huge opportunity to enhance performance through some relatively simple changes in approach. This is supported by scientific data and an important practice to share with leaders. Psychosocial safety has a significant impact on organisational resilience. Organisations that prioritise psychosocial safety are better equipped to navigate challenges, adapt to change and maintain high performance levels. Personal traits for resilience include internal calm, curiosity, self-efficacy, and courage to respectfully challenge – importantly, these traits can be cultivated and taught. Businesses that continue to invest in personal and organisational resilience and leadership through the cycles are the most likely to have sustainable success. We extend our thanks to Eliza Alford , Principal HR & Legal, and Mike O’Sullivan , Managing Partner, for hosting the event. A special thank you to our guest speakers, Ben and Megan, and to all attendees for contributing to such a valuable and engaging discussion. If you’re interested in learning more or attending a future event, get in touch with us at events@derwentsearch.com.au
June 1, 2025
Private Equity (PE) is orchestrating a fundamental shift in portfolio company leadership, with the implications reshaping organisations and C-suites across industries. As PE firms continue to adjust to a rapidly changing business landscape, their leadership strategies are evolving to meet new challenges and opportunities. The Strategic Imperative With uncertain exit timelines and valuations under increasing scrutiny, private equity owners are making decisive talent moves to position their assets for the next phase of growth. Many portfolio companies have been held for longer periods, and the need to be “investor-ready” requires an executive team that is future-focused, energised, and able to deliver tangible impact. The shift from traditional leadership to growth-driven teams has become a central component of these strategies. Critical Talent Trends
More Posts