The Chair’s Mentoring Program is the AICD’s flagship board diversity initiative. This year’s cohort of mentees are women linked by their sense of purpose, digital acumen and innovative ways of thinking.
In an increasingly complex world of business, the careers of directors are being shaped by seismic economic, technological, regulatory, political, environmental and social change that is moving at pace. Yet, in the throes of change, an accomplished group of women directors who will be mentored by experienced chairs nation-wide as part of the AICD’s 2025 Chair’s Mentoring Program, say it’s a moment of great opportunity.
The program comes as the number of women directors on ASX-listed boards is rising. However, few are progressing to chair positions, according to AICD’s latest board diversity data. The research revealed that at the end of 2024, 38.3 per cent of director positions on the ASX 200 were held by women, and 12.9 per cent of chair positions.
Directors participating in this year’s Chair’s Mentoring Program speak about their board careers, their motivation to take on director duties and the forces that shape the boards they serve.
Gorana Saula GAICD
Who or what has inspired you to "March Forward" throughout your director career?
"What drives me is within me. It's a deep passion for innovation, teamwork and creating value. I'm truly inspired by the opportunity to create an impact and lead with purpose. Also, life taught me resilience and adaptability that keep me moving forward. Those are the forces behind my director's career."
Gorana Saula GAICD’s director experience has traversed many countries, cultures and jurisdictions. She says the global nature of that experience has made a “huge contribution” to a 25-year director career that spans the development, engineering, manufacture and commercialisation of hardware and software products.
The Bosnian-born Saula has lived and worked in China, Germany, Croatia, the US, New Zealand and Australia — where she is currently chair of the water management engineering company, Galvin Engineering and Trolley Data Management Network (TDMN).
Prior to taking on chair roles, her boardroom experience covered risk, strategy, governance, finance and business development.
Governance across all markets required cultural and commercial reconnaissance, which Saula says was essential in making the three market transitions. Before moving to Changzhou, in Jiangsu, China — where she was general manager then CEO of global LED lighting manufacturer, Lumascape — Saula spoke to more than 40 individuals across different organisations.
“I asked questions, I listened, learned and drew from their experiences,” she says. “I had heard lots of interesting things before I started, but I didn’t necessarily follow any particular piece of advice. Basically, I drew from all the experiences I’d heard, then formed my own way of leading."
Saula’s international experience offers an insight into her leadership style, which has enhanced her ability to exercise tact and empathy in navigating boardroom dynamics as a chair. In particular, this approach has helped enable her to connect with people from a range of different skill sets, backgrounds and experiences.
“I’ve learned the ways to talk to different cultures, to different people, which has really helped me to become a better chair,” she says.
Saula continues to live and work by a similar modus operandi of continuous learning, noting boards must embrace learning and development to navigate an increasingly complex, dynamic, interconnected, tech-driven business landscape. “Generally, people are very helpful if you ask them, and keen to share their experiences.”
An interest in taking on director roles and responsibilities after her executive career was fueled by a desire to leverage her technology expertise, in parallel with altruistic aspirations. “My key motivation and drive was a real desire to contribute to companies that innovate, to create value and anchor all those innovations that make significant social impact,” she says.
With a Master of Engineering in electronics and an MBA, her “engineering mindset” continues to influence her director career. “It’s a different approach,” she says.
“That inquisitive mind, asking questions and being interested in finding new things. Looking at things through a different lens helps to bring perspective. I excel at analysing complex information, distilling it into clear insights, and creating clarity and structure from complexity. It’s a mindset that is trying to find new solutions, to become better, faster, more competitive.”
Amid growing regulatory complexity, issues such as cybersecurity threats, geopolitical tensions and workforce challenges, Saula believes boards must be increasingly inclusive of different views to successfully serve stakeholders.
“They need to have the foresight to identify emerging risks while fostering innovation and resilience.”
Saula is also focused on supporting CEOs for success. According to a recent survey from The CEO Institute — which she chairs — leaders face a litany of fast-moving, systemic challenges, including adopting and leveraging AI, overcoming talent challenges and managing regulatory and compliance demands.
“We, as a board, and especially chairs, have to make sure we help CEOs and aim directly to address those challenges, while creating strategies for 2025 and beyond,” she says. “We have to address them proactively.”
Meet this year’s impressive cohort of mentees in the AICD Chair’s Mentoring Program: Pip Marlow GAICD, Rosina Hislop FAICD, Anna Leibel GAICD and Shirley Chowdhary GAICD.
This article first appeared under the headline ‘Emerging Directors’ in the March 2025 issue of Company Director magazine.
AICD’s Chair’s Mentoring Program is sponsored by Allens and Corrs Chambers Westgarth. Find out more HERE.
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