News
The One Word To NEVER Use When Looking For Board Roles
February 14, 2019
When transitioning from executive life to a non executive director career, the word ‘re tire ment’ should not be part of your vocabulary. Steve Boulton, a seasoned Director expressed the importance of avoiding being perceived as obsolete, “You’re in transition will suffice”, it is all part of a mindset shift when making the decision to transition out of your executive career.
With executives eager to drive their transition to a non executive career, Leeanne Bond, encourages pursuing an executive career in its entirety before transitioning to a non executive career. It is all too often that the valuable learnings gained from an executive career fall short by being too quick to transition. It is these valuable learnings that shape your value-add proposition to a board, increasing unique capability and skill set.
When planning your transition from executive life into a portfolio career it is important to keep in mind a board portfolio is a marathon
not
a sprint, often taking a couple years, building your experience on different boards as you go.
Our speakers spoke to the following insights:
- Choose your boards carefully, being a successful board director does not necessarily mean having experience on an ASX200 board. There are a vast amount of interesting opportunities that exist outside the ASX200, including roles on private company boards, government roles and the for purpose sector.
- Build up a track record and work your way up.
- Ensure you are aligned with the appropriate professional bodies such as the Australian Institute of Company Directors.
- Develop a target list and proactively chase the boards that best suit your skill set and interests.
- Connect with people within your network that have a genuine interest in you, already sit on boards and have a similar set of skills to yours.
- You also need a bit of luck - being in the right place at the right time helps. Opportunities beget further opportunities.
- Be prepared for the possibility of rejection. Competition for NED roles is fierce and you may not be the perfect fit for a particular position. Have patience and be resilient.
Share this Article
Recent Articles
Building Resilience for Organisational Excellence Recap: Key Insights from Our Recent Event in Perth
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
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
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.
Building Resilience for Organisational Excellence Recap: Key Insights from Our Recent Event in Perth
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
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
