"You know if you can secure their backing, that's incredibly empowering." - Alison Watkins

In this candid conversation, seasoned director Alison Watkins pulls back the curtain on boardroom dynamics from both the CEO and director perspectives. Having been CEO at Coca-Cola Amatil, Graincorp, and Berri before transitioning to non-executive positions, Alison reveals the completely different experience of attending the same board meeting depending on your role. She discusses the unique pressures CEOs face, the challenge of measuring impact as a non-executive director, and why former CEOs must be careful not to cross operational boundaries. This episode offers valuable guidance for anyone involved in governance relationships.

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"If you don't have a good working relationship with your CEO, then you should probably not be the chair." - Carol Schwartz

Carol Schwartz, Chair of Equity Trustees and Reserve Bank of Australia board member, reveals how the three-way relationship between Chair, CEO, and Company Secretary drives organisational success. Discover why a strong Chair-CEO partnership is non-negotiable, how to navigate board-management tensions, and what separates exceptional Company Secretaries from merely adequate ones.

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"I would love to see a bit more entrepreneurial thinking in governance circles and in the boardroom."

- Hannah Browne

Hannah Browne, Managing Director of technology consultancy Midnyte City and Director at Greenpeace Australia Pacific, discusses how governance practitioners can apply startup methodologies—simplification, systematisation, and scalability—to navigate increasing complexity while maintaining focus on delivering value.

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"Risk is a finite resource like any other resource, whether it's human capital, financial capital, et cetera, and it needs to be understood and applied accordingly." - Catherine Brenner

Catherine Brenner, Chair of Australian Payments Plus and Director at Scentre Group, Emmi and The George Institute for Global Health, explains how risk appetite statements provide crucial governance guide rails, how they enable strategic risk-taking, and how to successfully implement them across an organisation.

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"I'm actually more interested in understanding the logic than the number." - Christy Boyce

Christy Boyce, experienced director and former partner at Port Jackson Partners and McKinsey, explains how management teams can gain board approval for transformative initiatives by demonstrating comprehensive option analysis, stakeholder consideration, and transparent exploration of what could go wrong.

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“You can be entrepreneurial in everything you do.” - Carol Schwartz AO

Carol Schwartz, Chair of Equity Trustees and Director of the Reserve Bank of Australia, discusses her journey from law, property and entrepreneurship to governance, board leadership, and advocacy for women in leadership. She shares insights on how an entrepreneurial mindset can drive change in business, policy, and philanthropy.

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"Your career is all about earning, learning and having fun." - Penny Winn

Penny Winn, director of Ampol and Super Retail Group and former Director of Group Retail Services at Woolworths, discusses the transition from retail executive to board director, emphasising the importance of P&L experience, customer focus, and developing influence skills for boardroom success._____________

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"Lawyers are highly analytic... but there is an element of risk aversion." - Ilana Atlas

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"Entrepreneurship and governance make relatively strange bedfellows." - Hannah Browne

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