What if one decision could open the door to shaping the future of an organisation, protecting its people, and leaving a legacy that outlives your own career? That’s what joining a board can mean, and it’s why I often say that governance is both a privilege and a responsibility. It’s not something to step into lightly, but with the right mindset, it can be one of the most rewarding experiences of your professional life.
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When I first thought about joining a board, I asked myself a very simple but powerful question: if I could choose any board, which one would I really want to be part of? That question became the compass for my next steps. I knew my skills, I knew what mattered to me, and I understood that being effective on a board isn’t about ticking boxes, it’s about knowing who you are and what you can bring to the table. For me, that meant financial acumen, strategic thinking, curiosity for innovation, and a deep connection to community and sustainability. That clarity helped me land the right opportunities, and it’s the first lesson I’d pass on to anyone considering this path: start with self-awareness.
My own career unfolded in phases. I began as a chartered accountant in London, which gave me a rock-solid grounding in audit, tax and advisory work. When I moved to Australia, consulting seemed the natural continuation, but I quickly realised that what mattered most to me was purpose-driven work. That led me into industries like health, infrastructure and transport, all places where financial discipline meets community impact. Eventually, I turned my focus to boards. The RACV was a natural fit, combining my skills with my interests. From there, other opportunities flowed, particularly in waste, recycling, healthcare, startups and renewable energy. Each role deepened my conviction that governance isn’t about being the smartest person in the room; it’s about contributing your unique strengths to something larger.
That’s why I always encourage people to take stock of what they offer. You may be commercially sharp, deeply strategic, a natural innovator, or someone who builds trust and brings community insight. Whatever it is, write it down. Name it. And then acknowledge the gaps. No one has it all, and that’s okay. Boards need diversity of skills, perspectives and experiences. What matters is that you know yourself, stay humble enough to complement others, and keep building your toolkit. If you’re serious, formal learning through the AICD or the Governance Institute can be invaluable, but so can a stint on a school council, a charity committee or a community association.
Of course, governance is not just theory. It’s a legal and practical responsibility. A board’s role is to set strategy, oversee risk, monitor performance and support the CEO without stepping into their shoes. That phrase we often use, “nose in, fingers out,” captures it perfectly. You’re there to question, guide and hold accountable, but not to run the day-to-day. And it’s not just strategy; there are obligations too—understanding financials, recognising conflicts, ensuring compliance with safety and employment law, and protecting the organisation against risks that can derail everything.
It’s easy to feel daunted by that, but governance exists to safeguard the organisation and its people. And yes, things do go wrong. A difficult chair who overreaches, a CEO who isn’t the right fit, or a culture that erodes trust can test even the strongest boards. I’ve seen all of these. The key is to remember that a chair is not the boss of the board; they are a director first, chosen to lead collectively, not control. The healthiest boards are collaborative, with space for robust debate and mutual trust. When that’s missing, you have to decide whether you can influence change or whether it’s time to step away.
Culture is another area that often feels intangible. You can’t always measure it neatly, but you can sense it the moment you walk into a business.
Listening to staff, checking how values are lived, and paying attention to how achievements are recognised all reveal more than any policy document. Boards play a huge role here by choosing the right CEO, setting values alongside strategy, and modelling behaviours themselves. And sometimes it’s the small things—acknowledging a win, rewarding integrity—that set the tone.
Startups bring their own twists. They’re exciting, but also risky. Too often I’ve seen bright ideas stumble because governance was an afterthought. My advice is to start as you mean to continue. Put in place some external input, whether it’s a formal board or an advisory group, get your finances in order with professional advice, and understand that venture capital will demand discipline. Shortcuts may feel tempting, but they can cost dearly later. Governance doesn’t have to stifle innovation; it’s there to support growth and protect the vision.
Another pitfall I see, especially among those eager to build a portfolio career, is taking on too many unpaid board roles. It’s flattering to be asked, and it feels good to contribute, but three or four voluntary boards can quickly crowd out the possibility of paid appointments. Early in my journey, I made a rule: one unpaid role at a time. It gave me the chance to contribute meaningfully while leaving space for roles that also sustained me financially. That’s a discipline I recommend to anyone. Choose carefully, align with your passions, but don’t stretch yourself so thin that you can’t give your best.
The issues facing boards today are not getting any simpler. Regulation is increasing, and contemporary challenges like cyber risk, AI, sustainability and climate responsibility are now part of every conversation. You don’t need to be an expert in all of these, but you do need awareness, curiosity and a willingness to seek advice. Sometimes that means bringing in an external expert; other times it means recognising how a trend like AI could be both a risk and an opportunity for your business. The key is to stay informed without pretending to know it all.
In the end, serving on a board is a privilege. It gives you the chance to shape strategy, strengthen culture, and leave a legacy far beyond your own career. But it also demands realism, courage and a clear-eyed view of the risks. Not every board will function smoothly, not every opportunity will be right for you, and sometimes the most important decision you’ll make is to say no. For those willing to step up, though, it can be immensely rewarding.
If any of this has you thinking about your own path, I’d encourage you to start with that first question: what board would you really want to be part of? Work backwards from there. And if you’d like to explore it further, let’s continue the conversation over coffee or at the next Masterclass.