"There is enormous risk when you try to metricise the value of a human life." - Audette Exel AOAudette Exel, Chair and Founder of Adara Group and former Director of Westpac and Suncorp, discusses how boards can transform social impact reporting from a compliance exercise into a strategic governance tool.She explores why the "S" in ESG lags behind environmental reporting, the dangers of reducing human services delivery to mere metrics, and how to balance data-driven measurement with meaningful storytelling. Audette explains why directors must get out of oak-panelled boardrooms to witness their organisation's impact firsthand, and how to create substantive reporting that moves beyond compliance requirements.________________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"The perfect decision is rarely the right decision" - Catherine Livingstone ACCatherine Livingstone AC, former Chair of the Commonwealth Bank and Telstra, discusses why seeking perfect information can be a director's worst enemy.In this episode, Catherine explains how boards navigate ambiguity, when to stop asking for more information, and why judgement - not process - sits at the centre of effective governance.With practical insights from chairing some of Australia's most significant organisations, Catherine explains what separates directors who can make tough calls from those who avoid them.________________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"Value created to time used is the most important metric." - Phil MorlePhil Morle, Chair of v2 Food, Samsara Eco, Eden Brew and Nourish Ingredients, and Partner at Main Sequence Ventures, discusses how boards can govern companies where being unprofitable is the strategy for years. He explains the concept of "binary companies" where revenue doesn't gradually increase but literally turns on after years of investment, and why traditional governance approaches fail in these environments.Phil shares practical frameworks including burn-down charts that track cash runway and the "slam dunk financing" slide that defines what must be delivered before the money runs out. He discusses why directors need elasticity and imagination rather than rigid metrics, how to create psychological safety when bad news is routine, and why boards must get into the swamp rather than passively reviewing reports.________________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"The objectives are not necessarily monetary related - but how do we add more value to what those members do in their jobs?" - Anthony WrightAnthony Wright, Independent Director of CPA Australia and Chair of Hanlon Industries, explains the governance challenges that arise for organisations that exist to serve members rather than shareholders.Drawing from his experience with CPA Australia's 170,000 members across 50 countries, Anthony explores how such boards measure success through member satisfaction and educational outcomes rather than financial metrics alone as well as the the sophisticated governance architecture required to ensure that members are appropriate represented on the board, while also ensuring the right skills are available and that there's independence and diversity of thought.________________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"In smaller organisations, I prefer a board director on my board who will err towards being more hands-on than hands-off." - Mike GonskiMike Gonski, Chair of ReachOut Australia and Carriageworks and partner at Herbert Smith Freehills, challenges conventional governance wisdom about board size and director involvement. He explains why he prefers larger boards where directors actively contribute their expertise rather than maintaining strict separation between board and management. Mike shares practical approaches for preventing director overreach, knowing when to move conversations offline, and why smaller NFPs genuinely need hands-on board contributions to fill capability gaps.________________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"There shouldn't be two lists. There should just be the list of things that need to be done." - Julie CoatesJulie Coates, Director of Wesfarmers and former CEO and Managing Director of CSR, shares practical guidance for managing board actions/matters arising effectively. Drawing from experience on both sides of the boardroom table, Julie explains why action items without context can be unhelpful and how company secretaries can apply disciplined thinking to distinguish between actions that add value and those that don't.She discusses the importance of post-meeting conversations between the chair, CEO, and company secretary to refine action lists, why management often already has the information boards request, and techniques for dealing with unrealistic or unfocused board requests during meetings.This episode provides company secretaries and governance professionals with concrete strategies for making board actions more effective whilst maintaining credibility with both boards and management teams.________________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"It's simply attract and retain... but once you deconstruct that, it's all about how do you get the right talent, the right incentive, the right people in place." - Greg RidderGreg Ridder, Chair of Kogan.com and Life Without Barriers, shares the practical realities of executive remuneration decision making. From navigating proxy advisor resistance to managing shareholder strikes, Greg discusses how boards can maintain fairness principles while handling market pressures. This episode tackles the challenging balance between attracting top talent, satisfying stakeholders, and creating incentive structures that actually drive value creation.________________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"You want a Company Secretary that's helping you work out how things can be done, not telling you why they can't be done." - Catherine Livingstone ACCatherine Livingstone AC, Chancellor of UTS, Chair of Pacific National and Director of The Australian Ballet, reveals what separates exceptional Company Secretaries from competent ones during periods of intense governance pressure.Drawing on her experience leading organisations through Australia's most challenging governance transformations, including Commonwealth Bank during the Banking Royal Commission, Catherine explains how Company Secretaries must exercise judgement about which processes matter most whilst enabling rapid decision-making.She discusses the delicate balance between serving the Board and being part of the management team, and reveals why technology literacy has become essential for modern governance roles._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"Different science choices could have huge downstream impacts on timing, capital, customers, or how big the business might be." - Phil MorleMain 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"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 WrightJoin 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"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 GonskiMike 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"Give the founder the oxygen to do what they do really well." - Peter JamesExperienced 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"You know if you can secure their backing, that's incredibly empowering." - Alison WatkinsIn 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"If you don't have a good working relationship with your CEO, then you should probably not be the chair." - Carol SchwartzCarol 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"I would love to see a bit more entrepreneurial thinking in governance circles and in the boardroom." - Hannah BrowneHannah 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"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 BrennerCatherine 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"I'm actually more interested in understanding the logic than the number." - Christy BoyceChristy 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"Finance is the lingua franca of business, but judgement is what a director needs." - Mark JohnsonMark Johnson, Chair of HCF and Director of Metcash, Aurecon and Sydney Airport Corporation, shares insights on transitioning from audit to the boardroom, discussing how finance professionals can leverage their expertise while developing the broader business judgement essential for effective governance._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
“You can be entrepreneurial in everything you do.” - Carol Schwartz AOCarol 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._____________Follow Podcast Host Richard Conway on LinkedInFollow boardcycle on LinkedInVisit the boardcycle website
"Your career is all about earning, learning and having fun." - Penny WinnPenny 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._____________Follow Podcast HostRichard Conway on LinkedInFollowboardcycle on LinkedInVisit theboardcycle website