Independent Oversight & Executive Intelligence

Non-Executive Director | Board Advisory Capabilities

Boards today are required to oversee digital and AI adoption, workforce disruption, geopolitical exposure, executive succession and reputational risk. These are the disciplines I have spent my career managing inside organisations of genuine scale and complexity. More than thirty years on the Executive Committees of BHP and BT Group inform the quality of oversight I bring as an NED, including governance of CEO succession, strategy execution and enterprise risk.

At BT Group, I was part of the executive team steering a FTSE-listed business through its transition from telecommunications provider to technology enterprise, working directly with the board on strategy, succession and stakeholder risk. I also contributed to governance of AI adoption, digital investment prioritisation and cybersecurity risk as part of the Exco steering committee.

At BHP, I advised two successive chief executives and their boards through operating model transformation and transactions of material consequence, including the South32 demerger and the divestment of BHP Petroleum to Woodside. I contributed to deliberations on capital allocation, organisational readiness and social licence, and supported the CEO succession from Andrew Mackenzie to Mike Henry, work undertaken in contexts of high regulatory, investor and public scrutiny.

My formal governance experience includes seven years as a Director of the BHP Foundation, alongside advisory roles with government, academic and corporate institutions. I have contributed to Remuneration Committee deliberations, facilitated NED appointment processes, and strengthened governance of human capital, culture, transformation and ESG risk.

My governance experience includes:

Major transformation oversight and early-signal risk detection
Reputational and stakeholder risk in high-consequence environments
Capital allocation and transaction governance
Digital, AI and cybersecurity oversight
Remuneration governance and incentive design
People, culture and organisational performance as core board risk
Executive succession and talent pipeline governance

Board effectiveness is determined by the quality of questions asked rather than the volume of answers offered. My contribution lies in surfacing the risks beneath a well-constructed executive paper, providing challenge that sharpens rather than obstructs, and identifying structural patterns not always visible from within a single organisation or sector.

I am drawn to NED roles where independent judgement is genuinely valued and the board is engaged with the complexity of the organisation it governs.