For more than two decades, I’ve had the privilege of helping thousands of executives build meaningful, impactful board portfolios. It is one of the most rewarding aspects of my work, seeing talented leaders move into the boardroom, where their skills and experience can shape strategy, governance, and impact at the highest levels.
A strong portfolio of board roles can provide both financial reward and personal fulfilment. It can also deliver what so many executives are looking for in the later stages of their careers: a better balance of time, income, and contribution. Done well, a board portfolio isn’t just a collection of positions; it’s a purposeful and strategic pathway that allows executives to serve organisations they believe in while maintaining a sustainable lifestyle.
“A strategic board portfolio provides both income and fulfilment — the ultimate career end game.”
Why the Market is Tougher Than Ever
But let’s be honest, building a high-quality board portfolio has never been more competitive.
As The Australian recently reported, Australia’s business leaders are increasingly concerned about productivity stagnation and the economic challenges ahead. BHP’s Mike Henry warned that “the challenges ahead are even more significant” and that Australia must take bold steps to remain globally competitive.
Woodside CEO Meg O’Neill voiced her frustration about sluggish approval processes, saying, “For the folks in Canberra talking about productivity today, I would suggest they need to look at environmental approval timelines.”
And Judo Bank’s Chris Bayliss highlighted the crushing regulatory load facing business: “Our clients face a massive regulatory burden requiring tens of licences and checks, a staggering amount of admin.”
These broader forces flow directly into the board market. Organisations are more cautious, more selective, and under greater scrutiny. At the same time, demographic change means more executives are looking to boards as a way to extend their careers and supplement income. The supply of would-be directors is surging, but the demand is not keeping pace.
“Australia’s productivity challenges mean boards are under greater pressure — they want directors who bring capital, networks, and governance credibility.”
The Myths About Securing a Board Role
There’s no shortage of noise in the market promising executives that “anyone can serve on a board.” The truth is far more sobering.
Serving on a board requires:
- A specific mindset — governance is not the same as management.
- A distinct skillset — understanding risk, compliance, capital, and strategy at an enterprise level.
- A deep network — because most genuine opportunities are filled long before they are ever advertised.
“The best board portfolios are built deliberately, not ad hoc.”
This is often the biggest shock for even the most accomplished executives. They’ve built impressive corporate careers, but when they put their head up to explore board roles, they quickly realise they don’t have the right connections at the board level.
Why Networks Matter
The reality is stark: your skills may be outstanding, but if you don’t have the currency of relationships, you won’t see the opportunities that others do.
That’s where a sophisticated approach makes the difference. My team and I run one of Australia’s largest board recruitment practices. That gives our clients a distinct edge, access to a constant stream of exclusive opportunities, from listed company directorships to private equity advisory boards.
“Your skills may be strong, but without the right board-level network, opportunities won’t reach you.”
But access alone isn’t enough. The portfolio must be built with precision. A high-impact board portfolio is structured around:
- A clear value proposition — what sets you apart as a director.
- The right mix of appointments — roles that complement and strengthen each other.
- A balance of commercial and purpose-driven organisations — reflecting both passion and financial outcomes.
The Ad Hoc Trap
Too many executives approach board careers haphazardly. They apply for a handful of advertised roles, accept unpaid community seats, and then wonder why their portfolio stalls.
What’s missing is a true strategy. One that shapes your personal brand, positions you with the right people, and aligns you with long-term opportunities.
As Judith Sloan noted in The Australian, Australia’s weak investment record means companies and boards are “increasingly ignoring the incentives for private businesses to consider and invest in long-term projects.” That same caution applies to board appointments; organisations want directors who bring proven networks and commercial credibility, not just a good CV.
“Too many executives take an ad hoc approach — but without strategy, the results will disappoint.”
What Boards Are Really Looking For
In today’s environment, boards are seeking directors who can bring more than technical expertise. They want:
- Connections to capital — critical as investment stagnates.
- Credibility in governance — the ability to ask hard questions and challenge constructively.
- Strategic foresight — directors who can see around corners and anticipate risk.
- Resilience — those who can guide organisations through volatility.
“Boards are not just looking for skills; they’re looking for influence, foresight, and access.”
This is why building a deliberate, strategic portfolio is so critical. The stakes are higher, the scrutiny is sharper, and the competition is tougher.
The Path Forward
The board market will only grow more competitive as we head into 2026. If you want to succeed, the pathway is clear:
- Invest in your readiness. Complete governance education, refine your director CV, and articulate your board value proposition with clarity.
- Be selective. Don’t chase every opportunity. Target the roles that align with your expertise and long-term vision.
- Build your influence. Network intentionally with private equity, venture capital, industry leaders, and governance bodies.
“Building a strong board portfolio is not about chasing every opportunity — it’s about curating the right ones.”
An Invitation
For executives who are serious about their board future, I offer a complimentary board career assessment. It’s a confidential discussion about your goals, your suitability for board roles, and the strategies to give you the best chance of success.
If you’ve tried applying, taken on unpaid seats, or struggled to commercialise your board career, this may be the moment to recalibrate. Together, we can design a pathway that positions you for quality appointments and sets you up for the next chapter of your leadership journey.
📅 Book your confidential chat here: www.calendly.com/kyliehammond/tigerboards
✨ Key Takeaways
- “A strategic board portfolio provides both income and fulfilment — the ultimate career end game.”
- “Australia’s productivity challenges mean boards are under greater pressure — they want directors who bring capital, networks, and governance credibility.”
- “The best board portfolios are built deliberately, not ad hoc.”
- “Your skills may be strong, but without the right board-level network, opportunities won’t reach you.”
- “Boards are not just looking for skills; they’re looking for influence, foresight, and access.”