"Different science choices could have huge downstream impacts on timing, capital, customers, or how big the business might be." - Phil Morle

Main Sequence Ventures Partner Phil Morle shares insights from chairing breakthrough deep tech companies like Samsara Eco and V2 Foods about the governance challenges facing science-based businesses.

Phil explains how boards can bridge the gap between laboratory innovation and commercial success, focusing on practical approaches to oversight when directors may not fully understand the underlying technology.

He discusses the importance of curiosity over expertise, creating forums for productive dialogue between scientific and commercial teams, and establishing metrics that connect scientific progress to business outcomes.

Drawing from real examples including Eden Brew's dairy protein development and engineering decisions at scale-up stage, Phil provides a roadmap for effective deep tech governance.

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"I think it's really a change in mindset... once you've got the basics right, it's then taking a step back and asking yourself, what more could we do to help this organisation or this team being the board to do better, to do things more efficiently?" - Anthony Wright

Join Richard Conway as he interviews Anthony Wright, Chair of Hanlon Industries and Director of CPA Australia, about why governance teams need their own operations revolution. Anthony, who founded and successfully exited legal technology business Lexvoco, argues that whilst legal operations has transformed how legal teams work, governance functions remain largely untouched by similar efficiency methodologies.

In this episode, Anthony explores how governance teams can move beyond "getting the basics right" to become strategic partners focused on efficiency and effectiveness. He introduces practical frameworks for measuring governance performance using time, cost and quality metrics, challenges the perfectionism trap that many governance professionals fall into, and explains why standardisation doesn't mean losing the bespoke service boards deserve.

Drawing on his experience building scalable operations across legal and governance functions, Anthony provides actionable strategies for Company Secretaries wanting to demonstrate value through operational excellence.

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"It is a hundred percent not a silver bullet to anything. It's just another useful tool we need to know how to use." - Mike Gonski

Mike Gonski, Chair of ReachOut Australia and Carriageworks and Partner at Herbert Smith Freehills Kramer, discusses strategic approaches to AI adoption in governance functions.

From the risks of AI minute-taking creating litigation hazards to building "walled gardens" for safe data handling, Mike shares practical frameworks for boards considering AI implementation whilst maintaining professional responsibilities and stakeholder trust.

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"Give the founder the oxygen to do what they do really well." - Peter James

Experienced technology chair Peter James reveals practical strategies for governing founder-led businesses without stifling innovation. Drawing from his experience at companies like iiNet, Nearmap, Ansarada, Macquarie Technology Group and DroneShielf, he discusses managing the unique dynamics when founders hold significant shareholdings, the importance of constant communication, and red flags that signal trouble ahead.

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"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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