What does it really take to build a successful non-executive career, and what separates a high-performing board from a dysfunctional one?
At our latest NEDworking event, Andrew Wallace, Chair and co-founder of Leathwaite, was joined by Lisa Gordon, Chair of Cavendish, for an open conversation exploring the realities of board life, from securing that first NED role to navigating crises, culture and the impact of AI.
Building a portfolio takes time
One of the clearest messages from the evening was that a successful portfolio career rarely happens overnight.
Lisa reflected that her own portfolio took around ten years to build, with her initial opportunities coming through people who had experienced working with her rather than through traditional search processes. For aspiring NEDs, a strong network matters, but so does being able to articulate how your executive experience translates into value around the board table.
There was also a reminder not to rush once you arrive. New board members can understandably feel pressure to prove themselves, but listening and taking time to understand the organisation can be more valuable than immediately trying to make an impact.
Trust, challenge and the role of the Chair
Throughout the discussion, the importance of board culture came through strongly. The Chair sets the tone, creating an environment where different perspectives can be heard, difficult questions can be raised and bad news can be shared openly.
Politics and personal agendas can quickly undermine that dynamic. Effective boards instead rely on trust, transparency and an ability to challenge constructively before ultimately coming together behind a decision.
For prospective NEDs, this makes assessing the people around the table just as important as assessing the organisation itself.
The boardroom of the future
The conversation inevitably turned to AI and digital disruption. Lisa drew on her experience across music, newspapers and investment banking to highlight the danger of established businesses resisting change while existing models are still performing.
As technology reshapes organisations, boards will increasingly require a broader mix of skills and experiences, particularly across technology, AI and cyber. At the same time, as access to information becomes easier, human qualities such as curiosity, adaptability and sound judgement become increasingly valuable.
The message from the evening was clear: the best boards are not passive. They remain curious, challenge established thinking and stay connected to the businesses and people they serve.
And for those considering their own move into the boardroom, building a successful portfolio is less about collecting titles and more about understanding where your experience can genuinely make a difference.
Thank you to Lisa Gordon for sharing her experiences so openly, and to everyone who joined us and contributed to such an engaging discussion.
