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Produced by the Australian Institute of Company Directors (AICD)
Hosted by Bennett Mason, Boardroom Confidential brings you candid conversations with some of Australia's most influential company directors, business leaders, and experts. Together, we explore their paths to the boardroom, lessons from their careers, and the ideas shaping modern governance.
Whether you're an experienced director or just starting your governance journey, each episode offers practical insights into leadership, decision-making, culture, risk, and strategy—straight from those who sit at the board table.
Tune in for fresh perspectives on what it takes to lead with purpose in today's complex business environment.
Hosted by Bennett Mason, Boardroom Confidential brings you candid conversations with some of Australia's most influential company directors, business leaders, and experts. Together, we explore their paths to the boardroom, lessons from their careers, and the ideas shaping modern governance.
Whether you're an experienced director or just starting your governance journey, each episode offers practical insights into leadership, decision-making, culture, risk, and strategy—straight from those who sit at the board table.
Tune in for fresh perspectives on what it takes to lead with purpose in today's complex business environment.
45 Episodes
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Diane Smith-Gander reflects on a career spanning executive leadership, global consulting and some of Australia's most complex boardrooms. In this conversation, Diane discusses the realities of transitioning from management to governance, the importance of preparation and judgement, and why effective boards are curious, disciplined and willing to challenge constructively. She shares insights from chairing organisations across mining services, health, fintech and higher education, including how boards oversee safety in global operations and navigate growing regulatory and geopolitical risk. Diane also explores the practical use of AI in governance, the pressures facing board talent, and why directors have a responsibility to engage publicly on issues that affect long-term organisational sustainability. It's a candid discussion about leadership, reputation and the evolving demands of the modern boardroom. Key Takeaways: • The transition to the boardroom — preparing well, earning confidence and learning nuance as a new director. • What effective boards look like today — curiosity, respectful challenge, and clarity on the line between governance and management. • The chair's role — drawing out diverse views, and shaping productive board dynamics. • AI in governance — using AI to sharpen insight, feedback and decision-making without replacing judgement. • Time, risk and liability — the growing burden on directors and what that means for board talent. • Universities and social licence — leadership challenges facing the higher education sector. • Public leadership and advocacy — when and why directors should speak on policy, equality and inclusion.
Paul Zahra has spent his career leading through disruption - as CEO of David Jones, head of the Australian Retailers Association during Covid, board director and founder of the Pinnacle Foundation. In this conversation, Paul reflects on what crisis reveals about leadership, governance and values. He discusses why visibility matters in the boardroom, particularly for LGBTQIA+ leaders, and how boards can move beyond tokenism to genuine inclusion. Paul also unpacks the chair's role in setting culture, managing diverse voices and balancing social impact with fiduciary responsibility. Drawing on his experiences across ASX companies, private equity and not-for-profits, Paul shares practical lessons on transformation, stakeholder management and why disruption - from digital to AI - should be treated as an opportunity, not a threat. It's a candid discussion about values under pressure, inclusive leadership and what modern boards need to get right. Key Takeaways: Visibility and leadership — why representation at board and CEO level matters for aspiration, pipelines and culture. Beyond gender diversity — inclusion across sexuality, disability and lived experience as a source of better governance. The chair's role in inclusion — setting tone, managing board dynamics, and creating psychological safety. Values in practice — when leaders should speak publicly, how to weigh risk, and aligning social impact with strategy. Crisis leadership — lessons from retail transformation, Covid and sector-wide disruption. Governance across contexts — ASX companies, private equity, not-for-profits and where boards succeed or fail.
Susan Lloyd-Hurwitz reflects on a career shaped by unexpected turns, major leadership challenges and a decade transforming Mirvac as CEO - and how those experiences now inform her work in the boardroom. In this conversation, Susan discusses the mindset shift from executive to non-executive roles, the discipline of governing without managing, and what effective boards get right in uncertain times. She explores the balance between being supportive and challenging, the central role of the chair, and why CEO succession is the most important decision a board makes. Susan also shares insights from her work on housing affordability, the realities of leading through complex, politically charged issues, and how boards should think about ESG, diversity and AI in a rapidly shifting global environment. Key Takeaways: · Board effectiveness — creating the right balance between being supportive and constructively challenging management. · Time and focus in the boardroom — avoiding over-indexing on compliance at the expense of strategy, culture and long-term value. · CEO succession — why pipeline development, transparency and early planning matter more than last-minute decisions. · Navigating ESG and geopolitics — boards operating amid shifting expectations on climate, diversity and shareholder primacy. · AI as a governance tool — using AI to sharpen questions and insight, without outsourcing judgement. · Housing affordability — supply-side reform, productivity, planning and the long game required for meaningful change. · Gender diversity and talent pipelines — where progress has been made, where blockages persist, and the board's role in calling out bias.
Alastair McEwin has spent his career pushing for a more inclusive Australia — as a lawyer, board director, Disability Discrimination Commissioner and a commissioner on the Disability Royal Commission. In this conversation, he reflects on what drew him to disability advocacy, what he learned starting out on boards in his twenties, and why great governance is a team sport. Alastair unpacks why representation at the top still lags, how boards can move beyond tokenism, and the practical changes that make boardrooms genuinely accessible. He also shares the Royal Commission's central message: Australia is failing people with disability in mainstream settings — and why lasting reform requires leaders to change systems, culture and expectations, not just policies. Key Takeaways: • Early board experience: purpose, patience, and learning the room • What makes a good chair: relationships, trust, and drawing out every voice • "Nothing about us without us": representation, accessibility, and culture • Practical steps for boards: ask, don't assume; provide supports; build capability • The Royal Commission's core finding: mainstream systems are failing people with disability
Geopolitics is no longer just background noise — it's now central to how organisations plan, invest and manage risk. In this episode, foreign affairs expert Merriden Varrall, joins Boardroom Confidential to unpack what today's "polycrisis" world really means for directors. Drawing on her experience at KPMG, the Lowy Institute and the UN in China, Merriden explains why boards must look beyond daily headlines to the deeper megatrends: converging climate, energy and food risks; the erosion of trust in institutions and the rise of populism; and a fragmenting global economy shaped by national security and values-based blocs. She explores the practical implications for Australian boards — from managing exposure to the US–China rivalry and rebuilding supply chain resilience, to understanding how these dynamics affect SMEs and NFPs. Merriden also outlines how boards can become more geopolitically literate: the questions to ask management, how to set up horizon scanning and scenario planning, and why a more nuanced understanding of other countries' perspectives is now essential to good governance. Key Themes: • From headlines to megatrends — directors need to look past daily news and focus on structural geopolitical scenarios and megatrends. • Polycrisis as the new normal — risks like climate, energy, food, tech and conflict are increasingly interconnected and compounding. • Trust gap and populism — erosion of trust in institutions and the rise of populism are reshaping regulation, policy and expectations of business. • Geo-economic fragmentation — values-based blocs, national security logic and "de-risking" are changing trade, investment and tech choices. • It's not just big corporates — SMEs and NFPs are exposed through supply chains, cyber risk, regulation, funding and talent. • Boards' core questions — are we thinking about geopolitics, how are we monitoring it, what scenarios have we planned for, and are our responses sufficient? • Supply chain resilience — having "just in case" models ready, mapping choke points, and setting up data and signals to act early.
Brad Welsh has built a career defined by reinvention — from child protection officer to political adviser, CEO of Energy Resources of Australia, board member at nib, and now founder of Mawal. In this conversation, Brad reflects on the choices, opportunities and turning points that shaped his path, and how curiosity and ambition have guided every reinvention. Brad discusses the lessons learned leading ERA through the complex rehabilitation of a major uranium mine, what long-term projects teach leaders about managing risk, and how to balance the expectations of diverse stakeholders. He also shares his powerful vision for the next generation of First Nations leadership in Australia — building capability in capital and risk, broadening pathways into commercial roles, and helping more Indigenous talent step into the boardroom. Key Themes: • Career reinvention and ambition — seizing "windows" of opportunity, stepping back to go forward, and using each pivot to build range. • Curiosity as a governing principle — staying relentlessly curious about how organisations, balance sheets and communities actually work. • Capital and risk as a global language — why cultures flourish by managing capital and risk in their own way, and what that means for First Nations Australia. • Long-term rehabilitation, short-term milestones — lessons from ERA's Ranger uranium rehabilitation on balancing horizon goals with near-term delivery. • Stakeholders and judgement — putting yourself in others' shoes, making decisions with imperfect information, and knowing when to change course. • The next generation — building a cohort of First Nations leaders for executive and board roles.
Co-chair of Supply Nation and Fortescue director Penny Bingham-Hall joins Boardroom Confidential to unpack some of the major issues facing today's boards: harnessing AI's predictive power, overseeing cyber risk in a "when, not if" world, and lifting climate governance from compliance to capability. We also explore the craft of a high-performing board (diverse, collegiate, agenda-sharp), how to build a deliberate portfolio career, and why First Nations procurement is a powerful, practical lever for impact. Key Themes: AI readiness starts with data — know what data you hold, who owns it, and whether your architecture can use it. When cyber hits: plan, then get out of the way — management runs the incident; the chair streamlines comms. Climate governance in action — treat year one of mandatory reporting as a learning year; close data gaps early. Board craft — diverse yet collegiate boards, agenda discipline, safe debate Portfolio building — define your value proposition, test culture and values fit, and be deliberate about mix. Procurement for impact — First Nations supplier engagement as a practical pathway to Reconciliation. Click here for video versions of our podcasts on YouTube
Former NRMA Chair Tim Trumper joins Boardroom Confidential to talk about AI in the boardroom, data-led transformations, and the craft of modern chairing. Drawing on his book AI: Game On, Tim explores one of the central governance questions of our time — "who or what decides?" — and how directors can set guardrails that protect customers while still unleashing innovation. Tim shares practical playbooks from the NRMA's reinvention journey, why whole-of-board learning beats delegating AI to a single expert, and how great chairs keep the "silent voice of the customer" present in every discussion. Plus: chair succession that actually works, and leading through an era where volatility is the constant. Key Themes: · AI in the boardroom — deciding who or what decides, setting boundaries, and avoiding inaction · Guardrails without brake lights — a "data/AI Hippocratic oath" to do no harm while innovating · Leaders must use the tools — boards should get hands-on with AI, not delegate it to one expert · Customer-first data — using insight to solve problems in real time and define "what good looks like" · Chair craft — curiosity, empathy, and the "silent voice of the customer" in every meeting · Chair succession — start early, plan for fit not just skills, and communicate openly · Boards in a VUCA world — adapt fast, think creatively, and stay flexible amid uncertainty Click here to watch a video version of the podcast on YouTube
From founding her first company at 21 to building and exiting multiple tech ventures, Taryn Williams has spent her career at the intersection of talent, media and innovation. In this episode, the award-winning entrepreneur and director reflects on the mindset behind scaling fast-growing businesses, the challenge of stepping back as a founder, and how she's navigating the next wave of disruption through AI and digital transformation. Now serving on several boards across technology and creative industries, Taryn shares her perspective on how boards can better engage with brand and reputation — and why curiosity and emotional intelligence are fast becoming some of the most valuable skills in the boardroom. Key Themes: · From founder to director: shifting from execution to oversight · Building strong teams, mentors and advisory boards · Boards' growing responsibility for brand and reputation · Balancing AI opportunity with governance and guardrails · The future skills boards will need — and why EQ matters most Click here for the video version of the podcast on YouTube
David Gallop AM — former CEO of the NRL and Football Australia —share lessons on leadership, crisis, and culture from a career spent in the spotlight. In this conversation, David reflects on two decades at the helm of high-profile sports, the experiences he's carried into the boardroom, and what makes an effective chair in today's governance landscape. Now chair of Venues NSW and Step One Clothing, and a director at Tabcorp and Cricket NSW, David gives insights on handling crises, the balance between board and management, and the art of succession planning. Key themes: • Staying calm and focused under scrutiny • Building trust and boundaries between board and management • The chair–CEO relationship and what makes it work • Diversity, gender balance and leadership pipelines • Culture, communication and respect in times of change
Naomi Simson is an experienced director, successful entrepreneur, and acclaimed author. She co-founded Big Red Group and helped it grow to become Australia's largest experience network. In this candid conversation, Naomi reflects on two decades of building and scaling businesses, the lessons learned stepping back from the CEO role, and why small business remains the backbone of Australia's economy. Naomi also shares her views on the evolving role of boards: how curiosity outperforms expertise, why brand and reputation belong in every risk conversation, and what directors can learn by "sitting in the customer's shoes." Key themes: · Why curiosity can be a director's greatest skill · The board's role in brand, culture, and customer connection Purpose-driven leadership and culture Balancing growth with governance The human cost of overreliance on AI Protecting and empowering small business
This special podcast will take you inside the AICD's flagship Company Directors Course (CDC). Whether you're a current board member, aspiring director, or senior executive – the CDC is the gold standard in governance education. For more than 50 years, the course has helped shape more informed, capable and confident directors. In this podcast, you'll hear from three of the CDC's over 100,000 participants. We'll be unpacking what the course offers, how it equips board members for real-world challenges, and why the CDC is the right next step on your director journey. Thanks to our guests Shirley Chowdhary GAICD, Tim Longstaff GAICD and Nicky Sparshott GAICD. Click here for more information on the Company Directors Course.
Steve Hasker is the CEO and President of Thomson Reuters, plus a director with ASX-listed Appen. He was visiting Australia recently and took part in a special event with the AICD. We talked with Steve about the rise of artificial intelligence, lessons from his experiences with private equity, and the future of news and information.
Kate Jenkins AO GAICD is the Chair of the Australian Sports Commission and the Creative Workplaces Council. She's also a former Sex Discrimination Commissioner and led the landmark Respect@Work report. We talk with Kate about: her chair role at the ASC, gender targets for sports boards and progress since the release of the Respect@Work report. Click here for the AICD guide: "Positive duty to prevent workplace sexual harassment" Click here for research from the AICD and ACSI: "Positive duty: preventing and responding to workplace sexual harassment – Insights from Australian directors" Click here to read about the ASC's Sport Governance Principles
Rebecca McGrath FAICD is the Chair of Investa Property Group, plus a director with Macquarie Group and Bank, Djerriwarrh Investments and Melbourne Business School. We talk about: OZ Minerals' multi-billion-dollar acquisition by BHP, learnings from working overseas, and preparing for meetings at a new board. Plus, key insights on the board's role in an effective decarbonisation plan.
Lisa Chung AM FAICD is the chair of Australian Unity and the Front Project. She also has board roles with PwC Australia, AVJennings and the Foundation of the Art Gallery of NSW. We discuss: advice for new directors, governance at PwC Australia and lessons on being a successful chair. Plus, why boards need a sense of humour.
Audette Exel AO is the Chair of Adara Group and a director at Westpac. She's also a former board member at Suncorp and ex-Chair of the Bermuda Stock Exchange. We discuss: Adara's mission & purpose, learning from mistakes, and social entrepreneurship in action. Plus, what can boards do to better promote philanthropy?
Jessica Bulger MAICD is the CEO of the Australian Indigenous Governance Institute and the Co-Chair of Outward Bound Australia. We talk about: First Nations peoples' perspectives on governance, balancing executive and board roles, plus the benefits of a co-chair model.
David Kirk MAICD is the chair of Bailador Technology Investments, KMD Brands and KiwiHarvest. He's also a former CEO at Fairfax Limited and captained the All Blacks to their first Rugby World Cup victory. We discuss: investing in Australia's tech start-ups, what big companies can learn from smaller ones, and tips on preparing for board meetings. Plus, lessons from the sporting field on how to build high performing teams.
Jane Spring AM is the chair of the Australian Disability Strategy Advisory Council and the NSW Disability Council. She's also chair at Sydney University Sport and a board member with Venues NSW. We speak with Jane about: advice for new board members, the importance of lived experience for boards in the disability sector, and her key questions for management.
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