Podcasts about non executive director

Is there any power left in campaigning? Is university worth it? And what's happened to the World Cup song?Joining Carys is  Pat Younge. Pat is a former Chief Creative Officer for BBC Television production and former President/General Manager of US cable network, Travel Channel Media. Pat served on the board as Non Executive Director of ITV Studios Ltd from 2020-2024 and is the Chair of the Council of Cardiff University. He's also one of the founding members of the Over/Under podcast.Pat and Carys discuss how Elon Musk is using X to abuse his power, the bigger story around David Stroud and harassment law, why universities provide a societal benefit, and how Donald Trump's immigration rules are impacting the FIFA World Cup.Support us on ⁠www.patreon.com/OverTheTopUnderTheRadar⁠ ⁠⁠⁠⁠⁠⁠⁠ - get bonus episodes, a weekly newsletter and become a part of our members-only WhatsApp community.Email us at ⁠⁠⁠⁠⁠⁠⁠info@overunderpod.com⁠⁠⁠⁠⁠⁠⁠Sign up to the newsletter at ⁠⁠⁠⁠⁠⁠⁠⁠http://www.overunderpod.com⁠ ⁠⁠⁠⁠⁠⁠⁠Follow us on all socials @‌over_under_pod_Links:https://news.sky.com/story/the-x-effect-how-elon-musk-is-boosting-the-british-right-13464445https://www.theguardian.com/education/2026/jun/02/shrinking-graduate-premium-sours-views-on-university-poll-shows

This week on Taking Stock, Susan speaks to Larissa Feeney, CEO Kinore Finance & Business Services, about whether remote working, not AI, is to blame for weak junior hiring.Three of the most valuable private companies in the world are set to make their stock market debuts. Ronan Reid, Non-Executive Director of the Cantor Fitzgerald Ireland Group joins Susan to discuss.Plus, Russell Vickers, Co-founder and CEO of Future Mobility Campus Ireland joins Susan to discuss how close we really are to a future where cars drive themselves.

Send us Fan MailChair succession is a pivotal moment for boards. It presents an opportunity to reflect on the organisation's future needs and steer it forward strategically. For this reason, organisations must proceed carefully in their Chair searches, eschewing the obvious in favour of what's truly needed. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Louise Angel. Louise is Senior Managing Director at Teneo and a leading board headhunter, specialising in Chair and Non-Executive Director appointments for UK companies. She works closely with boards on succession planning, board composition and effectiveness, and complex and high-profile chair appointments. “Chair succession is one of those moments where you can genuinely change the trajectory of how a board operates.“To Louise, while companies often refer to Chairs as “running” the board, the reality is much more subtle. Chairs set the tone for the quality of the debates, challenges, and discussions. High-quality conversations lead to higher perceptions of board effectiveness, CEOs feeling better supported, and stakeholders being happier and more engaged. For this reason, when succession comes up, it is a key moment to reflect on what the company needs for its next phase of evolution, and what an effective Chair would need to look like to support and lead that evolution.“The Chair shouldn't be choosing their own successor.” Ideally, Chair searches begin 18 to 24 months in advance. Louise notes that the conversation around succession planning is less awkward if it is a consistent agenda item. The Senior Independent Director (SID) is best suited to drive the conversation, and the board should also consider the timing of Chair succession with CEO transitions to avoid too much change at once."I would always encourage boards to challenge themselves on some of their assumptions. Do you really need someone who has chaired before or who has direct sector experience? Or are you potentially ruling out some very strong candidates by default?”Louise notes that Chair succession is an inherently conservative process. This leads selection committees to choose people with traditional profiles and lean on prior experience as an easy proxy for suitability. However, by questioning assumptions and expanding the search pool, firms can go beyond the handful of people everyone is chasing to uncover other strong candidates who may be better suited for the firm's unique needs.“If you spend the time upfront getting as much clarity as possible on the necessary candidate skillset and profile, you increase your chances of a quick and clean process, which you will only have to run once.”For Louise, investing extra time at the beginning to clarify must-haves, nice-to-haves, and wish lists reduces the overall length and complexity of the search. Support for the SID, a decision on internal vs. external candidate tracks, and keeping the process moving also improves the search experience. Louise further advises firms to remember that candidates are assessing them as well, so appearing well-organised and aligned during the search is an advantage. The three top takeaways from our conversation for effective boards are:1.      See Chair succession as a real opportunity for strategic development and not just a tick-box process.2.     Spend time getting the brief right.3.     Run a process that is both rigorous and thoughtful. The mechanics matter, but so do the human dynamics — and it's the combination of the two that leads to the best outcomes.Come Join The Better Boards Community We'd love to get to know you! If you'd like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Have you ever wondered how introversion can be a driving force for leadership and advocacy? In this episode of The Quiet And Strong Podcast, Dr. Shirah Mansaray—a solicitor, advocate, and managing partner—joins David Hall to share her journey and insights on inclusive leadership and the unique strengths of introverts.You'll learn how introverts can influence, communicate with clarity, and create lasting impact both in the boardroom and beyond. Key takeaways include strategies for leveraging reflective thinking, navigating "performance extroversion," creating psychological safety for diverse teams, and finding practical ways to recharge and maintain well-being.If you're looking to embrace your introverted strengths, lead authentically, and advocate for yourself and others, this conversation is for you. Discover how to turn quiet confidence into bold action—and be strong.Episode Link: QuietandStrong.com/275--- Dr Shirah Z. Mansaray, is a Solicitor-Advocate, Managing Partner of law firm, Themis Crown Advocates, and founder of Purposeful Peak Performance Executive Coaching. Dr Mansaray has over 20 years of experience across legal advisory, governance, and nonprofit leadership and serves as a Non-Executive Director at Amnesty International UK. She also serves on the International Advisory Board of Saviesa Think Tank.Her advisory work focuses on social justice, governance, and leadership, particularly in advancing ethical and inclusive decision-making at the highest levels of organisations in the UK, Africa and Europe.Connect with Dr. Shirah: Website | Instagram | LinkedIn | YoutubeSend us Fan MailSupport the show- - -Contact the Host of the Quiet and Strong Podcast:David HallAuthor, Speaker, Educator, Podcasterquietandstrong.comGobio.link/quietandstrongdavid [at] quietandstrong.comNOTE: This post may contain affiliate links. I may earn a commission if you make a purchase, at no extra cost to you.Take the FREE Personality Assessment: Typefinder Personality AssessmentFollow David on your favorite social platform:Twitter | Facebook | Instagram | LinkedIn | Youtube Get David's book:Minding Your Time: Time Management, Productivity, and Success, Especially for IntrovertsGet Quiet & Strong Merchandise

Sind Konflikte im Boardroom immer ein Risiko – oder können sie die Governance und Entscheidungsfindung sogar stärken? In dieser Folge des The Agenda Podcasts von Sherpany erläutert Dr. Doris Höpke, Non-Executive Director bei Airbus SE und Mitglied des Aufsichtsrats der Mercedes-Benz Group AG, wie Vorstände und Aufsichtsräte Meinungsverschiedenheiten in bessere Entscheidungen und wirksamere Governance verwandeln können. Dr. Höpke schöpft aus ihrer langjährigen Erfahrung als ehemaliges Vorstandsmitglied der Munich Re und ihrer aktuellen Tätigkeit als selbstständige Beraterin und Mediatorin, um zu erörtern, wann Konflikte konstruktiv sind, wann sie dysfunktional werden und wie Gremien die Vertrauens- und Gesprächskultur aufbauen können, die es braucht, um auch schwierigste Situationen zu bewältigen. In diese Folge erfahren Sie: Warum unterschiedliche Perspektiven im Boardroom nicht nur unvermeidlich, sondern essenziell für die Qualität der Entscheidungsfindung sind Wie konstruktive Konflikte durch Transparenz, Lösungswillen und ein gemeinsames Bekenntnis zur Lösungsfindung gekennzeichnet sind. Warum ungelöste Konflikte zu verzögerten Entscheidungen, nicht tragfähigen Kompromissen und einem Vertrauensverlust führen Welche Rolle Vertrauen und eine Gesprächskultur spielen, damit Gremien auch in Krisensituationen handlungsfähig bleiben. Warum divergierende strategische Zielsetzungen oft erst bei konkreten Entscheidungen zutage treten und wie szenariobasiertes Denken hilft Wann personelle Konsequenzen unvermeidlich werden und warum sie die gleiche Sorgfalt erfordern wie die Berufung. Warum Schweigen im Boardroom ein Governance-Risiko ist und warum unbequeme Fragen ein Merkmal guter Governance sind. The Agenda wird von Ingo Notthoff moderiert – Podcast-Produzent und -Moderator mit langjähriger Erfahrung in Führungs- und Managementrollen auf Konzern-, Mittelstands- und Verbandsebene. Sie sind an tiefgehenden strategischen Themen für Vorstände, Aufsichts- und Verwaltungsräte interessiert? Abonnieren Sie den The Agenda Podcast von Sherpany, dem führenden Anbieter von Lösungen für das Meeting-Management. Thank you for listening! Visit us at Sherpany.com or follow us on LinkedIn for board, board committee, and executive meetings solutions.

Gary Ashworth is the founder of the Double Up Money Mastery Community, serial entrepreneur, investor, best-selling author and business writer. Gary has started, scaled, or backed more than 30 businesses - including taking businesses public and later selling one for 10x the float price. As a business advisor, his role is to help leaders define their offer, grow company value, and plan a successful exit. Gary has also served as a Non-Executive Director on 11 boards across multiple sectors, often representing private equity investors, helping businesses to refine strategy, secure financing, navigate M&A, and prepare for listings.     CONNECT WITH Gary Ashworth Website: https://garyashworth.com/ Instagram: https://www.instagram.com/gary_ashworth_uk/ Tiktok: https://www.tiktok.com/@gary.ashworth25 YouTube: https://www.youtube.com/@garyashworth3280 Facebook: https://www.facebook.com/gary.ashworth.54     JOIN THE FIGHT AGAINST FOOD INSECURITY   Join the fight against food insecurity here in the U.S. DONATE TODAY at Meet the Streets Outreach, INC. to fight hunger!    Meet the Streets Outreach provides essential support to Houston's food-insecure communities by offering over 2,100 hot meals each month. With your help, we can continue to serve those in need. Your support ensures that we can continue to make a meaningful difference in the lives of Houston's most vulnerable residents. Thank you for considering this opportunity to invest in the well-being of our community.   Food Insecure Households For many families in the U.S., the past several years have been difficult. Higher food prices, economic instability, and other factors have made providing for a family even harder. 1 in 8 households in the U.S. is food insecure. That means these families don't have enough money or resources to buy enough food for everyone in their household. As recently as 2022, 7.3 million children lived in food insecure households. Also, 16.9% of children live in poverty.   SNAP Benefits More than 22 million U.S. households use SNAP benefits to help with food costs, as of April 2023. Sometimes known as "food stamps," SNAP is the federal Supplemental Nutrition Assistance Program. People who receive SNAP benefits can use it to buy groceries, seeds, and plants for food. SNAP cannot be used to purchase hot food or household items like cleaning supplies, vitamins, or diapers.   CONNECT WITH Cedric Francis Website: https://www.lead2greatness.com/ Facebook: https://www.facebook.com/cedricbfrancis X: https://twitter.com/cedricbfrancis Instagram: https://www.instagram.com/cedricbfrancis/ LinkedIn: https://www.linkedin.com/in/cedric-b-francis-a0544037/

Today's guest is an industry legend and here are just a few highlights from his CV:Joined Foxtons in 1985 as one of just 20 employeesAppointed MD in 1997 (10 offices, £10m turnover) Grew it to 17 offices and £40m turnoverLeft in early 2005 to acquire Marsh & Parsons→Sold Marsh & Parsons to LSL PLC in November 2011 for £53mThese days he work as a Non-Executive Director and advisor, partnering with founders and leadership teams on growth strategy, operational discipline, and building cultures that actually perform, not just look good on paper.Some of the topics discussed in the episode were the Foxtons era, daily structure, recruitment, recessions, business strategy, proptech/AI, mentorship, collaboration and improving the estate agency profession. These businesses include names such as Viewber and Nesti to name a couple. What he doesn't know about estate agency isn't worth knowing and trust me, you won't want to miss this one as it's an absolute belter.

Effective governance is shaped as much by judgement, relationships and culture as it is by experience. That observation is from Cheryl Hayman, whose two-decade board career reflects the evolution of modern governance. Cheryl is an experienced Non-Executive Director and Remuneration and Nomination Committee Chair. She has held many roles, including as one of the first independent NEDs of Women on Boards. Cheryl's journey highlights the value of being intentional. She found that by clearly articulating her strengths, maintaining a visible professional presence and investing in relationships, opportunities followed. Inside the boardroom, her insight is direct. Frameworks matter, she says, but it is the quality of dialogue, trust and willingness to challenge that define outcomes. More about Cheryl Hayman on LinkedIn Cheryl was one of WOB's early non-executive directors, serving on the WOB board from 2016 – 2024. Her current board roles include: Executive Director, Chief Executive Women Non Executive Director; Chair, Remuneration & Nomination; Member, Audit & Risk Committee ASX:AIM Non Executive Director, Guide Dogs NSW/ACT Council Member 4 meetings per year, HCF Australia Women on Boardshttps://www.womenonboards.net/ LinkedInlinkedin.com/company/women-on-boards 

Send us Fan MailBeyond listed corporations, there is a vibrant world of start-ups, scale-ups, and organisations at the pre-IPO stage. What does it take to add value to these Boards, and how does the work differ from that of a listed organisation? Most importantly, how can working with these companies shape a Board portfolio career?In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Susanne Chishti, Chair of FINTECH Circle, Europe's first Investor Network focused on fintech investments. Susanne is an experienced Non-Executive Director, best-selling author, and in 2024, was named as one of the Top 100 Women in Fintech. She is also a former CNBC fintech commentator and a guest lecturer at the University of Cambridge and Warwick Business School.“At every single stage, customer and investor expectations increase“Susanne sees the role of Board members shifting as companies move through different stages. Initially, in the start-up stage, Board members add value by providing practical help to entrepreneurs, demonstrating a strong governance model, opening doors and developing a strong go-to-market strategy. Then, at the scale-up stage, Board members work closely with VCs and investors and add value by showing there's a strong governance model in place and that invested funds will be well looked after. When a firm prepares to go public, the role changes again, and Board members add value by helping the firm prepare for public scrutiny and public governance structures.“It is not easy for somebody who has managed 10,000 people in a large bank to come into a startup with 10 people and add value without killing the innovation, fast movement, and agility of a start-up"For Susanne, it is vital that Board members have an awareness of the scale-up cycles and where their company is in the cycle. This helps inform Board members about what value they can bring. Ideally, Board members maintain flexibility and an openness to learning what's needed in the moment. She acknowledges this requires listening, humbleness, and savvy observation of the environment.“Lots of large private companies have not yet gone public, but they are more successful, you could argue, than large, listed companies.“Susanne notes the private market is fairly new and expanding rapidly. Joining the right start-up at the right stage can offer a chance to experience a similar or greater level of challenge, opportunity, and success than at a listed firm. “In order to be inside the funnel which headhunters use, it's important to understand who the right headhunters“To get a Board seat takes intentional networking and relationship building. For networking, Susanne recommends FINTECH Circle and FinTech conferences. The three top takeaways from our conversation for effective boards are:1.     FinTech and technology sectors offer great opportunities for Board members to add value, even without a pre-existing tech background.2.    Getting a Board seat requires an intentional plan to network and build headhunter relationships. 3.    Look at this opportunity as a potential long-term enrichment of your life and an enjoyable extension of your career path.  and best-selling author, and in 2024 was named Come Join The Better Boards Community We'd love to get to know you! If you'd like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

This week Nick talks to Dr Ewan KirkDr Ewan Kirk is a British technology entrepreneur, founder of Cantab Capital Partners, until recently was chair of the Issac Newton Institute for Mathematical Sciences, and Non-Executive Director of BAE Systems. He is also Co-Chair of the Turner Kirk Trust, which supports STEM, education, and conservation causes in the UK and the developing world. Nick and Ewan discuss Ewan's journey to becoming a leading figure in quantitative finance, from his early passion for maths, physics, and computing through to entrepreneurship and investment banking. They explore how his technical curiosity led him to build and sell software before joining Goldman Sachs, where he played a key role in developing and scaling derivatives trading, highlighting the importance of combining technical expertise with commercial instinct. The conversation also covers his departure from Goldman, reflections on risk and career decisions, and the founding of Cantab Capital Partners, where he applied systematic, data-driven trading strategies. Ewan's Book Choice was:The Selfish Gene - Richard Dawkins Ewan Music Choice was:Sweet Jane by The Velvet UndergroundThis content is issued by Zeus Capital Limited (“Zeus”) (Incorporated in England & Wales No. 4417845), which is authorised and regulated in the United Kingdom by the Financial Conduct Authority (“FCA”) for designated investment business, (Reg No. 224621) and is a member firm of the London Stock Exchange. This content is for information purposes only and neither the information contained, nor the opinions expressed within, constitute or are to be construed as an offer or a solicitation of an offer to buy or sell the securities or other instruments mentioned in it. Zeus shall not be liable for any direct or indirect damages, including lost profits arising in any way from the information contained in this material. This material is for the use of intended recipients only.

Today on The International Risk Podcast, we turn to the accelerating transformation of the global economy through artificial intelligence. Firms are making aggressive bets on future demand, and mid-market companies are grappling with rising costs, limited visibility, and mounting pressure to prove ROI.To help us make sense of this, we're joined by Craig Unsworth, a portfolio Chief Product Officer and Non-Executive Director working at the intersection of private equity, AI, and product transformation. With over two decades of experience and more than 60 transactions across SaaS, data, and B2B services, Craig works closely with private equity firms and their portfolio companies to drive growth and deliver high-impact, product-led transformations.For more of Craig's work, check out his Substack: http://chieflyproduct.substack.com/The International Risk Podcast brings you conversations with global experts, frontline practitioners, and senior decision-makers who are shaping how we understand and respond to international risk. From geopolitical volatility and organised crime, to cybersecurity threats and hybrid warfare, each episode explores the forces transforming our world and what smart leaders must do to navigate them. Whether you're a board member, policymaker, or risk professional, The International Risk Podcast delivers actionable insights, sharp analysis, and real-world stories that matter.The International Risk Podcast is sponsored by Conducttr, a realistic crisis exercise platform. Conducttr offers crisis exercising software for corporates, consultants, humanitarian, and defence & security clients. Visit Conducttr to learn more.Dominic Bowen is the host of The International Risk Podcast and Europe's leading expert on international risk and crisis management. As Head of Strategic Advisory and Partner at one of Europe's leading risk management consulting firms, Dominic advises CEOs, boards, and senior executives across the continent on how to prepare for uncertainty and act with intent. He has spent decades working in war zones, advising multinational companies, and supporting Europe's business leaders. Tell us what you liked!

Today's guest is a consultant, trainer, mentor, and Non Executive Director for estate agency and prop tech companies, working across Great Britain, Australia, New Zealand, United States and Dubai.With over 30 years of experience in all aspects of Estate Agency, he has a proven track record in both the independent and corporate world. A chief decision maker within Romans, serving as a shareholder and MD during his 22 years with the company and a part of this highly successful group's growth and innovative thinking, not to mention impressive results over an extended period of time. He also enjoyed considerable success in the corporate world as MD for Countrywide Thames, running multiple brands and returning them to good levels of profit with considerable growth year on year.In this episode we discuss the evolving UK property market and estate agency scene, timeless skills, modern necessities, leadership, hiring, the power of collaboration and much much more.Make sure to check the conversation out with one of the most experienced guests I've ever had on the podcast.

Zak Mir talks to Sath Ganesarajah, CEO of Bluebird Mining Ventures Ltd (BMV), as the gold streaming, mining and treasury company confirmed that Frank Amato and Hernán M. Yellati have been appointed to the Board as Non-Executive Directors with immediate effect.Frank Amato will serve as Chair of the Audit Committee, while Hernán M. Yellati has been appointed Chair of the Remuneration and Nomination Committee.Bluebird Mining Ventures Ltd has strengthened its board with the appointment of Frank Amato and Hernán M. Yellati as Non-Executive Directors, in a move aimed at enhancing governance and strategic oversight.Amato will also serve as Chair of the Audit Committee, while Yellati takes on the role of Chair of the Remuneration and Nomination Committee.In addition, Board Advisors Darron Giddens and John Webb will participate in Audit Committee meetings, with Webb also appointed to chair a newly established Conflicts Committee.The changes are designed to bolster the company's governance framework as it continues to execute its growth strategy.Sath Ganesarajah, Chief Executive Officer of BMV, said: "We are delighted to formally welcome Frank and Hernán to the Board. They bring significant experience across financial markets, macroeconomic strategy and emerging technologies, which will be invaluable as we continue to execute our growth strategy."I look forward to working closely with them and our Advisory Board to further strengthen governance, enhance strategic oversight and drive the business forward. Their leadership of the Audit Committee and the Remuneration and Nomination Committee respectively will play an important role in supporting the Company's long-term objectives and delivering value for shareholders."About Bluebird Mining Ventures LtdBluebird Mining Ventures (LSE: BMV) is a gold streaming, mining and treasury company. The Company's mission is to build and manage a gold-backed treasury through streaming agreements, providing investors with exposure to physical gold without the operational risk of mining.BMV focuses on streams from producing assets within the ore concentrate to bullion value chain. Its investments secure multi-year flows of gold that can be recycled into new transactions. This model enables scalable exposure to gold without capital expenditure, or execution risks. Drawing on its heritage in gold, BMV combines the stability of physical bullion with the benefits of a scalable, disciplined business model. With a focus on prudent capital allocation and treasury management, BMV aims to deliver sustainable, long-term value for shareholders.For more information, please visit: www.bmvbtc.com 

What does career security really look like in FinTech today?In this episode of FinTech's DEI Discussions, Nadia is joined by Ronel David, Non-Executive Director, Advisory Board Member and FinTech mentor, to challenge the traditional idea of careers in financial services.From building a portfolio career to redefining success beyond job titles, Ronel shares powerful insights on career resilience, the importance of networks, and why your skills, relationships and reputation matter more than ever in today's market.The conversation also explores inclusion in financial technology, highlighting how access, mentorship and value exchange can shape more diverse and future-ready organisations.If you're navigating change, thinking about your next move, or hiring in FinTech, this episode offers a fresh perspective on what it really takes to build a career that lasts.FinTech's DEI Discussions is powered by Harrington Starr, global leaders in Financial Technology Recruitment. For more episodes or recruitment advice, please visit our website www.harringtonstarr.com

Episode Overview What does a performing arts institution have to teach the business world? As it turns out — everything. In this episode, Carolyn speaks with Terri Martin, Head of Corporate at NIDA — the National Institute of Dramatic Art — about why communication is the most underinvested leadership skill in organisations today, and what happens when leaders finally get it right. Terri's journey to this work is anything but conventional. From a mortifying early experience presenting to a major client, to building and leading businesses across marketing, not-for-profit and education, she arrived at NIDA with a uniquely personal understanding of why so many leaders struggle to communicate with clarity and confidence — and what it costs them when they do. Together, Carolyn and Terri explore why communication is far more than the words we choose, how performers' techniques can transform business leaders, and why the ability to inspire, influence and connect is absolutely vital for anyone who wants to lead a movement of change. In This Episode Terri and Carolyn cover a lot of ground, including the three components of communication — words, voice and body — and why most leaders only focus on one. They discuss what actors understand about presence that many leaders don't, why the pause is one of the most powerful tools a communicator has, and how communication misaligned with purpose creates distrust rather than followership. Terri also draws a sharp distinction between performing leadership and truly embodying it, and shares her vision for a future where communication skills are taught in schools. About Terri Martin Terri Martin is a commercial business leader passionate about helping individuals, teams and organisations communicate with clarity, confidence and impact. Terri leads NIDA Corporate Training, the National Institute of Dramatic Art's executive education business. The division works with leading organisations across Australia to develop communication, presentation and leadership capability using NIDA's world-renowned performer-training techniques. Each year, thousands of professionals participate in programs designed to strengthen presence, influence and authentic leadership in the workplace. Before joining NIDA, Terri built and led consultancy businesses, marketing agencies and not-for-profit organisations, and began her career working in marketing and media including at Nickelodeon in London. This mix of commercial and creative experience underpins her strong belief in the power of communication to transform careers, teams and organisations. Terri is an alumna of The Marketing Academy Leadership Program, a mentor for Future Women and previously served as Vice Chair and Non-Executive Director of ADHD Australia. Connect with Terri: On Linkedin Nida corporate website

In this episode, Ken Rivers, Non-Executive Director of the Health and Safety Executive, explores the core principles of process safety leadership developed by the Process Safety Leadership Group, which came together following the Buncefield incident in 2005, as well as the importance of integrating occupational health and safety to enable safer and healthier workplaces for everyone.

In the latest episode of FinTech's DEI Discussions, Nadia speaks with David Germain, career technologist, industry judge, and now an independent Non-Executive Director working across multiple sectors.From starting as a software developer to leading major technology programmes and now advising organisations at board level, David shares why careers don't have to be linear, and why real inclusion starts with action, not just conversation.FinTech's DEI Discussions is powered by Harrington Starr, global leaders in Financial Technology Recruitment. For more episodes or recruitment advice, please visit our website www.harringtonstarr.com

Michelle Michael is an internationally recognised education leader specialising in digital innovation and artificial intelligence in education. With more than 30 years of experience across schools, government and global advisory contexts, she brings a rare blend of strategic insight and practical implementation. As a former Director in the NSW Department of Education, Michelle played a pivotal role in shaping the state's response to generative AI. She led the development and launch of NSWEduChat, one of the largest system-wide AI initiatives in education, supporting teachers and leaders to engage with emerging technologies thoughtfully and responsibly. She also led major reforms including the Effective Use of Mobile Devices Strategy and served as Director of Learning from Home, supporting more than one million students and teachers during COVID. Michelle has advised governments internationally, presented to the OECD and shared the stage with global education leaders, including Sir Ken Robinson. Her leadership has been recognised with NSW Premier's and Australian College of Educators awards. A Fellow of Women in AI and EdSafe AI Alliance in New York, Michelle now works across a portfolio of roles. She is a Beachhead Advisor to New Zealand Trade and Enterprise, a casual academic at Macquarie University, founder of her own education consultancy and a Non Executive Director with Young Change Agents. Michelle's work sits at the intersection of innovation, ethics and impact, helping education systems navigate complexity with clarity and care.

This week, I sat down with Andrew Hynard to unpack a corporate career that spans more than three decades at JLL, the chief executive leadership of one of London's most prestigious estates, and a post-executive chapter advising some of the most interesting property businesses in the UK. Andrew spent the majority of his career at JLL focused on Capital Markets, ultimately becoming Deputy Chairman of the UK business. He later became Chief Executive of The Howard de Walden Estate, overseeing 90 acres in Marylebone with a portfolio heavily weighted toward private healthcare in and around Harley Street. Today, he advises businesses including Clipstone Investment Management, Howard Group, Orega, Taurus Developments and Love Ventures, a VC investor in early stage technology companies   In this conversation, Andrew reflects on growing up as the son of a surveyor in Hastings and deciding at just ten years old that property would be his path. We explore his early decision to specialise in investment rather than rotate through departments, and why he later regretted not gaining broader technical grounding despite accelerating his capital markets career. We go deep into his time at JLL, including the cultural and strategic forces behind the merger with King Sturge, how he navigated internal politics without burning bridges, and why playing the long game and treating people with decency became his defining leadership philosophy. Andrew also shares the transition from advisory to client side when he became CEO of Howard de Walden, what it really means to run a £3–4 billion estate in one of London's most complex submarkets, and why attracting world class healthcare operators like Cleveland Clinic was a defining moment. We then turn to today's market. Andrew gives a candid view on the state of UK real estate, the leadership reset across major advisory firms, where growth is actually coming from, why income will dominate returns for the foreseeable future, and why he believes we are approaching an inflection point rather than a falling knife moment. Finally, we explore his portfolio of advisory roles, his work in venture capital, and why mentoring the next generation is one of the most important investments he now makes.   Key Topics Covered in This Episode ✅ From Hastings to Deputy Chairman How Andrew set his sights on property at age ten and built a 30+ year capital markets career. ✅ The King Sturge Merger The first conversation that led to one of the most significant UK advisory mergers of the past two decades. ✅ Advisory vs Client Side What changes when you move from broker to principal and how to make that transition successfully. ✅ Leading the Howard de Walden Estate Healthcare, tenant mix strategy, stakeholder management and long term estate stewardship. ✅ The State of the UK Market Flat growth, tentative optimism, income driven returns and why 2025 could be a turning point. ✅ Leadership Change Across UK Agencies Why so many CEOs have changed and what the next generation must get right. ✅ Building a Post Executive Portfolio Advisory roles, venture capital, mentoring and giving back to the industry. And of course, I asked Andrew the big question: Who are the People, what Property, and which Place would you invest in if you had £500 million to deploy? If you have thoughts or questions about this episode, drop them in the comments. I'd love to hear your take. The People Property Place Podcast is powered by Rockbourne, recruiting leadership talent for real estate funds, owners, investors, and developers.

In this episode, host Luke Hyde-Smith is joined by Alexandra Innes, a Non-Executive Director and Board Adviser for listed and private companies across financial services, real estate, sports and media.They delve into the shifts shaping the financial services industry, including consolidation, private markets, sustainability, and the future of real assets, and discuss leadership at the highest levels of business, from The All England Lawn Tennis Club to the Bank of England.Alexandra shares candid reflections on her career journey, the role of a non-exec and finding balance beyond the boardroom.If you would like further information about anything discussed in this episode, please do get in touch using the email address whyinvest@w1m.com.This podcast is issued by W1M Wealth Management Limited which is authorised and regulated by both by the Financial Conduct Authority of 12 Endeavour Square, London E20 1JN, with firm reference number 120776 and the U.S. Securities and Exchange Commission of 100 F Street, NE Washington, DC 20549, with firm reference number 801-63787. Registered in England and Wales, Company Number 02080604.The information provided in this podcast is for information purposes only and W1M Wealth Management Limited does not accept liability for any loss or damage which may arise directly or indirectly out of use or reliance by the client, or anyone else, on the information contained in this recording. This podcast should be used as a guide only is based on our current views of markets and is subject to change.The information provided does not constitute advice and it should not be relied on as such. It should not be considered a solicitation to buy or an offer to sell a security. It does not take into account any investor's particular wealth management or investment objectives, strategies, tax status or investment horizon.All materials have been obtained from sources believed to be reliable, but its accuracy is not guaranteed. There is no representation or warranty as to the current accuracy of, nor liability for, decisions based on such information. Hosted on Acast. See acast.com/privacy for more information.

Dr. Shirah Z Mansaray is the Managing Partner of Themis Crown Advocates and a solicitor-advocate with over 20 years of experience in legal advisory, governance, and nonprofit leadership. She currently serves as a Non-Executive Director of Amnesty International UK and is the Founder and CEO of I Am Somebody's Child Soldier, an NGO supporting war-affected children in Uganda. With a PhD in Sustainable Architecture and Mental Wellbeing from University College London, her work bridges law, human rights, and sustainability. Her mission is to deliver values-driven solutions that promote justice, inclusion, and sustainable growth.

In this episode, we speak with Peter Jackson, Partner & Non-Executive Director at Hill Dickinson LLP, strategist, and proud Scouser, about a career shaped by graft, humour, resilience, and deep connection to the city of Liverpool. Peter shares how imposter syndrome, preparation, and the ability to communicate clearly became defining traits of his leadership, and why “doing the homework” still sits at the heart of how he approaches everything.Peter talks candidly about decision-making, managing risk, influencing a partnership, and leading with values. He also reflects on reading at the Hillsborough memorial, the importance of humour even in tragedy, and the moment a routine medical check revealed he needed a quadruple bypass.Peter's story offers an honest, grounded look into leadership: the wins, the wobbles, and the non-negotiables that protect your wellbeing when the world gets loud.You'll hear: ➡️ Why preparation and curiosity formed the backbone of Peter's leadership ➡️ How imposter syndrome motivated — rather than limited — his career ➡️ The inside story of Hill Dickinson's naming rights at Everton's new stadium ➡️ What reading at the Hillsborough memorial taught him about community and humanity ➡️ Why humour can carry you through crisis ➡️ How establishing “non-negotiables” protects leaders from burnout ➡️ The warning signs he missed before needing a quadruple bypass — and what he learned nextFind out more about We Are PoWEr here.

If you're worried you're too young, or don't offer enough value, to be an impactful Board member, think again! My guest today is Claire Braund OAM, Executive Director and co-founder of Women on Boards. In this episode, Claire is sharing a raft of valuable insight into how to get yourself ready for a Board application. There is no such as thing as 'too early' to join a Board: the key is to prepare well. Claire is talking about how to define your value proposition, key skills and experience; how to identify your first Board opportunity; defining your purpose as a Board member and so much more! Claire, on finding the right Board for you:"The big thing is purpose. Why are you seeking to go on a Board? You have to have a match with the Board you want to join. Have a sense about what you might bring to them, not what they can do for you." Links:Visit Women On Boards Connect with Claire Braund on LinkedinConnect with Rebecca Allen on LinkedinVisit the Illuminate website to learn more about standout Career & Leadership coaching for womenRate, Review, & Follow our Show on Apple Podcasts:Also, if you haven't done so already, follow the podcast. We air every week and I don't want you to miss out on a single broadcast. Follow now!About Claire:Claire is a social entrepreneur and businesswoman who co-founded Women on Boards in Australia in 2006 and in the UK in 2012. She is a highly respected speaker and workshop presenter on how to craft a board career, build a board CV and a wide range of topics associated with her role at Women on Boards. She is known for her courage, conviction, compassion and confidence in inspiring and creating pathways for women to take on board and leadership roles. Claire became a Churchill Fellow in 2011 for her research into the effect of gender quotas on publicly listed boards in Norway, the UK and France, is a graduate of the Benevolent Society's Sydney Social Leadership Program and an experienced Non-Executive Director on small businesses and large Not-For-Profit organisations . Past directorships include Central Coast Conservatorium Ltd (Chair), Coast Shelter Emergency Accommodation Ltd, The Women's Club and Foundation for Australian Agricultural Women Ltd. In the 2024 Kings' Birthday Honours List Claire received an Order of Australia Medal (OAM) for service to women, to business and to the NSW Central Coast Region.About Rebecca:Rebecca Allen is a Career & Leadership Coach for corporate women, aspiring to senior levels of leadership. Over the last decade, Rebecca has helped women realise their potential at companies including Woolworths, ANZ, J.P. Morgan, PwC, Coca-Cola Amatil, Ministry of Defence, Frontier Sensing and AbbVie Medical Research through her Roadmap to Senior Leadership coaching programs. Connect with Rebecca

Andrew Jones is the CEO of LondonMetric which has become known as a consolidator of the UK REIT market and is now the 3rd largest UK REIT behind SEGRO and LandSec.Andrew was a co-founder and CEO of Metric Property Investments Plc from its inception in March 2010 until its merger with London & Stamford in January 2013. On completion of the merger, Andrew became Chief Executive of LondonMetric. Andrew was previously Executive Director and Head of Retail at British Land. He joined British Land in 2005 following the acquisition of Pillar and served on the main Board with responsibilities for shopping centres, retail park investment and asset management. He is also currently a Non-Executive Director of leading electric vehicle charging network, InstaVolt, and was previously Non-Executive Director of Unite plc for six years. 

Next in our series of unfiltered talks from the European Coffee Symposium + COHO stages, we turn our attention to the future of the UK coffee shop market with a panel of seasoned leaders in specialty coffee.We're joined by Marta Pogroszewska, Non-Executive Director, Bread Holdings, Paul Kelly, Global Marketing Director, La Marzocco, and Caroline Ottoy, Managing Director, WatchHouse. Sign up for our newsletter to receive the latest coffee news at worldcoffeeportal.comSubscribe to 5THWAVE on Instagram @5thWaveCoffee and tell us what topics you'd like to hear

Key Topics Covered:1. Why Executives Choose Portfolio CareersMany senior leaders leave corporate jobs for more control, flexibility, and purpose.Becoming a non-executive director (NED) lets them advise several businesses, stay intellectually engaged, and build multiple income streams.2. What a Non-Executive Director Actually DoesNEDs guide and support business owners, using their experience and networks to help smaller companies grow.Typical NEDs are former CEOs, directors, or C-suite leaders who want to keep working, but on their own terms.3. Adrian's Journey: From Corporate to EntrepreneurAdrian left a high-level tech role to help executives move into business ownership.He built and acquired several companies, faced personal and business setbacks, and ultimately found new direction after a major life shift.4. Overcoming Identity and Timing ChallengesLeaving a big job can trigger a loss of identity; Adrian stresses the importance of recognising your own value and skills.Timing your transition is key—look for inflection points like changes at work, financial readiness, or life events.5. How to Start Your Own Portfolio CareerAdrian recommends a three-phase roadmap:Clarify your value and how you're seen (positioning)Tap into your existing network for opportunitiesBuild new connections aligned with your goalsLinkedIn is powerful, but most executives underuse it—focus on connecting, not selling.6. The Wealth-Building BenefitsNED roles create time for other wealth-building activities, like property or investing.Some coaches and NEDs eventually take equity stakes in businesses, building long-term wealth and influence. Actionable Takeaways:Consider a portfolio career if you want more freedom, less risk, and a chance to use your experience in new ways.Prepare for the identity shift and plan your timing and finances.Use your network and be proactive—opportunities often come from people you already know.Don't be afraid to reach out for guidance or support. Resources:Leverage Your Corporate Experience to Secure Paid SME Board RolesDownload the Pension and Inheritance Tax GuideWealthBuilders Membership: Free access to guides, webinars, and community Connect with Us:Listen on Spotify, Apple Podcasts, YouTube, and all major platforms. Next Steps On Your WealthBuilding Journey:  Join the WealthBuilders Facebook CommunitySchedule a 1:1 call with one of our teamBecome a member of WealthBuildersIf you have been enjoying listening to WealthTalk - Please Leave Us A Review!

Multi-exit entrepreneur, investor and one of the UK's most influential business figures, Debbie Wosskow OBE discusses the gender pay gap in writing, her fearlessness in asking men for money, and why the Women's Prize Trust is so important. Debbie is best known for founding the home-swapping platform Love Home Swap and co-founding the women's network AllBright. She has built and scaled multiple successful businesses, advised the UK government on the sharing economy and now co-chairs the Invest in Women Taskforce, driving hundreds of millions of pounds of investment into female-led companies.  A former board member at the Women's Prize Trust, Debbie is Executive Chair of The Better Menopause, a company that produces science-backed nutritional supplements for women navigating perimenopause and menopause, a Board Member of The Mayor of London's Business Advisory Board and a Non-Executive Director at Channel 4. She is also the co-author of the business bestseller, Believe, Build, Become - How to Supercharge Your Career.  Debbie was awarded an OBE in June 2016 for services to business & received Freedom of the City of London 2019. Debbie's book choices are: ** All my Puny Sorrows by Miriam Toews ** Loved and Missed by Susie Boyt ** Piranesi by Susanna Clarke **Americanah by Chimamanda Ngozi Adichie ** We All Want Impossible Things by Catherine Newman Vick Hope, multi-award winning TV and BBC Radio 1 presenter, author and journalist, is the host of season eight of the Women's Prize's BookshelfiePodcast. Every week, Vick will be joined by another inspirational woman to discuss the work of incredible female authors. The Women's Prize for Fiction is the biggest celebration of women's creativity in the world and has been running for over 30 years.  Don't want to miss the rest of season eight? Listen and subscribe now! You can buy all books mentioned from our dedicated shelf on Bookshop.org - every purchase supports the work of the Women's Prize Trust and independent bookshops.  This podcast is sponsored by Baileys and produced by Bird Lime Media.

SEPA Instant payments will allow personal and business customers to make a euro payment within ten seconds, 24 hours a day. In tandem with this, Verification of Payee (VoP) will also be introduced for both SEPA Instant and standard SEPA payments. The services are being introduced as part of the EU's Instant Payments Regulation and will come into effect from 9 October 2025. While the benefits of faster transactions and enhanced security are obvious, there may be some teething problems in the initial stages. Uneven rollout across Irish banks may cause short-term confusion or fragmented service, and VoP does not entirely eliminate scams or social-engineering risks. To find out more about this I caught up with  Donal McGuinness, CEO of Prommt who was a guest on the podcast last year.Donal talks about his background, faster payments, and older demographics.More about Donal McGuinessSerial entrepreneur Donal McGuinness is CEO of Prommt. He studied Computer Science at DCU and Telecommunications Engineering at DIT and spent the early years of his career in the telecommunications industry. His experience in mobile payments dates to 1999 when he founded his first mobile payments company, ItsMobile. Donal was also a Non-Executive Director of the Irish Internet Association from 2009 to 2011 and a movie distribution business from 2002 to 2020.In 2016 Donal joined a silicon valley startup in the identity verification space called Danal inc, where he set up and grew the global business outside of the USA as General Manager of EMEA until 2019 when the business was acquired by Boku Inc for $112 million USD. Donal joined Prommt as CEO in 2019. He is an innovator and is passionate about payment innovation.

SEPA Instant payments will allow personal and business customers to make a euro payment within ten seconds, 24 hours a day. In tandem with this, Verification of Payee (VoP) will also be introduced for both SEPA Instant and standard SEPA payments. The services are being introduced as part of the EU's Instant Payments Regulation and will come into effect from 9 October 2025. While the benefits of faster transactions and enhanced security are obvious, there may be some teething problems in the initial stages. Uneven rollout across Irish banks may cause short-term confusion or fragmented service, and VoP does not entirely eliminate scams or social-engineering risks. To find out more about this I caught up with Donal McGuinness, CEO of Prommt who was a guest on the podcast last year. Donal talks about his background, faster payments, and older demographics. More about Donal McGuiness Serial entrepreneur Donal McGuinness is CEO of Prommt. He studied Computer Science at DCU and Telecommunications Engineering at DIT and spent the early years of his career in the telecommunications industry. His experience in mobile payments dates to 1999 when he founded his first mobile payments company, ItsMobile. Donal was also a Non-Executive Director of the Irish Internet Association from 2009 to 2011 and ran a movie distribution business from 2002 to 2020. In 2016 Donal joined a silicon valley startup in the identity verification space called Danal inc, where he set up and grew the global business outside of the USA as General Manager of EMEA until 2019 when the business was acquired by Boku Inc for $112 million USD. Donal joined Prommt as CEO in 2019. He is an innovator and is passionate about payment innovation. See more podcasts here.

Shiva McMahon is the CEO and MD of Petro Australis Energy (PAE), an Australian exploration and production company. With over 30 years of experience in the energy industry, she has built a distinguished career in business leadership, delivering safe and sustainable operations, strategy development and implementation, financial management, business development, and risk management. Before joining PAE, Shiva was Executive Vice President for International Operations at Woodside Energy, where she managed operations across Gulf of Mexico, Trinidad & Tobago, Canada, and Senegal. Her tenure at Woodside followed its merger with BHP Petroleum, where she was the Managing Director for the Australian business. Shiva spent a significant portion of her career at BP, primarily in the Upstream business. She also served as CFO for Castrol, BP's global lubricants business and prior to that ,held various leadership roles across multiple geographies, including as Chief of Staff for Upstream from 2014-2017. Her governance experience includes serving as a Non-Executive Director and Shareholder Representative on the Board of Castrol India, listed on the Mumbai Stock Exchange. She has also served on the boards of The Greater Houston Partnership, the National Ocean Industries Association (NOIA), and the Australian Energy Producers (formerly APPEA).

In this episode, we chat with Geoff McNamara, Co-Founder & Non-Executive Director of Tesoro Gold who are an ASX-listed company, looking to advance its flagship El Zorro Gold Project in Chile, home to the 2-million-ounce Ternera deposit with an exploration target of up to 3 million ounces. They have recently raised $34M so we'll discuss how the funds will be used, support from shareholders and new institutions, highlights from the recent Scoping Study, drilling plans across regional targets, and the pathway to full permitting. KEY TAKEAWAYS Tesoro Gold recently raised $34 million to fund a multi-pronged strategy: completing a pre-feasibility study by mid-2026, advancing regional exploration drilling, and fully permitting the El Zorro project within 18 months. The El Zorro project is a unique, unconstrained 2-million-ounce gold resource in Chile, open in all directions and not at high altitude, with significant potential to grow to the 3-million-ounce target and beyond by linking parallel ridges like Tenore and Drone Hill. The scoping study showed attractive post-tax economics, generating a Net Present Value (NPV) over $650 million and a 50% Internal Rate of Return (IRR) at a $2,750 US dollar gold price, demonstrating the project's high competitiveness with an All-in Sustaining Cost (AISC) of $1,216 US dollars. Chile is a favourable mining jurisdiction, and the company has commenced the permitting process, locking in critical infrastructure including power (20km away) and water (30km away via a desalination plant partner), which are crucial for the project's development BEST MOMENTS "We've made the first intrusive-related gold system discovery in Chile. So it's quite a unique business and story." "The deposit is open in all direction, so a lot of that growth will just be stepping out, north, south, east, and west... it's certainly a pathway to well beyond 3 million ounces in a single deposit." "The all-in sustaining cost is 1,216 US dollars. So it's a highly competitive all-in sustaining cost." "The best leaders and entrepreneurs aren't the ones who know it all, they're the ones humble enough to keep learning through others." VALUABLE RESOURCES Mail:        ⁠rob@mining-international.org⁠ LinkedIn: ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ X:              ⁠https://twitter.com/MiningRobTyson⁠  YouTube: ⁠https://www.youtube.com/c/DigDeepTheMiningPodcast⁠  Web:        ⁠http://www.mining-international.org⁠ GUEST SOCIALS  https://tesorogold.com.au/ https://x.com/tesorogoldltd?lang=en%20 https://www.linkedin.com/company/tesoro-gold/ https://www.linkedin.com/in/geoff-mcnamara-020867219/ CONTACT METHOD ⁠rob@mining-international.org⁠ ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ Podcast Description Rob Tyson is an established recruiter in the mining and quarrying sector and decided to produce the “Dig Deep” The Mining Podcast to provide valuable and informative content around the mining industry. He has a passion and desire to promote the industry and the podcast aims to offer the mining community an insight into people's experiences and careers covering any mining discipline, giving the listeners helpful advice and guidance on industry topics.  This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

On this episode of the Footballco Business Podcast, we're joined by Matt McKie. Currently a Non-Executive Director at Stockport County, Matt has held senior brand and marketing roles at Manchester United, the IOC, Nike and EA Sports. Matt joins us to discuss his work at Stockport County, the importance of community, challenging Wrexham, and why he can't have the next generation of kids growing up in Stockport and following Manchester City. There are also lessons from his time at United, EA Sports and Nike.

In this episode, we're joined by Kevin Smith, Non-Executive Director at IRIS Metals, an ASX-listed company involved in lithium exploration in the historic Black Hills district of South Dakota. With one of the largest hard-rock lithium landholdings in the U.S., IRIS Metals is positioning itself at the heart of America's drive for a domestic supply of critical minerals. In our conversation, we'll explore how IRIS is balancing exploration risk with surging lithium demand, and what sets the company apart in attracting capital and partnerships. We'll also take an educational lens, discussing the unique challenges of developing projects in the U.S. compared to more traditional mining jurisdictions. Kevin will share his insights on navigating the highs and lows of commodity cycles, advice for juniors aiming to transition from exploration to development, and the broader outlook for lithium and critical minerals KEY TAKEAWAYS The company is strategically positioned to be the first and largest lithium producer in the U.S. by the end of the decade, with a quick path to market due to its brownfields project Iris Metals is focusing on brownfields projects on private ground to minimise exploration risk and expedite the transition from exploration to production The lithium market is currently experiencing a downturn, with prices having dropped significantly from previous highs Iris Metals is actively engaging with investors and the local community, emphasising its commitment to responsible mining practices and economic growth BEST MOMENTS "We think that we can be the first and the largest lithium producer in the U.S. to come online here before the end of the decade." "Lithium is an immature market because it's a product that has not been widely used or adopted in industry like copper, lead, zinc." "We have a unique opportunity set, a captive market in audience in customer base. We're one of the few people that can deliver and execute on that." "The path to production is approximately 18 months from here... we think we have some good government support, some good commercial support from large strategic partners." VALUABLE RESOURCES Mail:        ⁠rob@mining-international.org⁠ LinkedIn: ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ X:              ⁠https://twitter.com/MiningRobTyson⁠  YouTube: ⁠https://www.youtube.com/c/DigDeepTheMiningPodcast⁠  Web:        ⁠http://www.mining-international.org⁠ GUEST SOCIALS  https://irismetals.com/ https://www.linkedin.com/company/iris-metals-ltd/ https://x.com/IrisMetals CONTACT METHOD ⁠rob@mining-international.org⁠ ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ Podcast Description Rob Tyson is an established recruiter in the mining and quarrying sector and decided to produce the “Dig Deep” The Mining Podcast to provide valuable and informative content around the mining industry. He has a passion and desire to promote the industry and the podcast aims to offer the mining community an insight into people's experiences and careers covering any mining discipline, giving the listeners helpful advice and guidance on industry topics.  This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

Fan Mail: Got a challenge digitizing your intake? Share it with us, and we'll unpack solutions from our experience at Cytora.In this episode of Making Risk Flow, host Juan de Castro is joined by Jean-Jacques Henchoz (JJ), Non Executive Director, Brit Insurance  and a non executive director across the insurance value chain, to explore the future of insurance. With over 25 years of industry experience, JJ shares his perspectives on how insurers can remain relevant by addressing protection gaps, improving affordability, and embracing cultural and technological transformation. The discussion highlights how AI, automation, and innovation are reshaping customer experience while reducing inefficiencies. Juan and JJ also examine the importance of attracting tech-savvy talent, breaking down silos, and fostering collaboration across the sector. Packed with insights, this conversation offers a roadmap for insurers seeking to stay customer-centric and resilient in a rapidly evolving world.To receive a custom demo from Cytora, click here and use the code 'Making Risk Flow'.Our previous guests include: Bronek Masojada of PPL, Craig Knightly of Inigo, Andrew Horton of QBE Insurance, Simon McGinn of Allianz, Stephane Flaquet of Hiscox, Matthew Grant of InsTech, Paul Brand of Convex, Paolo Cuomo of Gallagher Re, and Thierry Daucourt of AXA.Check out the three most downloaded episodes: The Five Pillars of Data Analytics Strategy in Insurance | Craig Knightly, Inigo 20 Years as CEO of Hiscox: Personal Reflections and the Evolution of PPL | Bronek Masojada Implementing ESG in the Insurance and Underwriting Space | Simon Tighe, Chaucer, and Paul McCarney, Moody's

In the London market, hundreds of submissions compete for underwriters' attention every week. What separates the ones that land capacity from the ones that get passed over? According to Kingsley Flynn, Chairman and Non-Executive Director at Fenchurch Broking, it often comes down to the story you tell. In this episode of IB Talk, Gia Snape speaks with Flynn about why packaging a risk is as important as pricing it.

Ready to transform your HR operations?Download Deel's free AI-powered HR guide and discover how to streamline processes, stay compliant, and scale globally with ease: https://www.deel.com/resources/ai-in-hr-global-organizations/?utm_medium=sponsored-newsletter&utm_source=nickday&utm_campaign=ww_engage_download_nickday_sponnewsletter_hrnewsletter-theroleofai-jun25_platfpod_all&utm_content=engage_platfpod_sponnewsletter_theroleofai-dedicated-hr_enWhat does it really take for an HR leader to make the leap to the boardroom?In this episode of the HR L&D Podcast, Nick Day sits down with Andrea Wareham, former Chief People Officer at Pret A Manger and now a Non-Executive Director (NED) across multiple organizations. With 20+ years of experience shaping people strategy at one of the UK's most iconic brands, Andrea breaks down the real blueprint for HR leaders who want to operate at the highest level of business.Whether you're an aspiring CHRO or already operating at senior level, this episode will give you the tools to expand your impact, build influence, and shape the future of business from the top down.Listen now and unlock your path to board-level leadership.Andrea's LinkedIn: https://www.linkedin.com/in/andreawareham/Nick Day's LinkedIn: https://www.linkedin.com/in/nickday/Find your ideal candidate with our job vacancy system: https://jgarecruitment.ck.page/919cf6b9eaSign up to the HR L&D Newsletter - https://jgarecruitment.ck.page/23e7b153e7(00:00) Preview (01:28) Introducing Andrea Wareham(05:39) Why HR Leaders Belong in the Boardroom (10:37) Managing Pressure and Building Trust at Executive Level (13:54) Becoming a Public-Facing People Leader (15:09) Pret's People-First Philosophy (18:23) The People Lens Boards Are Missing (21:34) What It Really Takes to Become a Non-Executive Director (25:03) How to Add Value as an NED (31:07) Why NED Roles Are So Rewarding (35:23) How HR Leaders Can Start Building Board Influence (38:40) Driving Board Diversity Through HR Perspective (41:12) Top Tips for Aspiring NEDs (46:29) Advice for Future HR Leaders

“There's work guilt because you worry that you're not delivering 100%. There's guilt that you're not being the best mum possible. So, it really is guilt on all fronts if you're not careful.”   This is a special episode only available to our podcast subscribers, which we call The Mini Chief. These are short, sharp highlights from our fabulous CEO guests, where you get a 5 to 10 minute snapshot from their full episode. This Mini Chief episode features Nicolette Rubinsztein AM, Professional Board member and author. Her full episode is titled Removing guilt, building female confidence, and overcoming busy-ness. You can find the full audio and show notes here:

“There's work guilt because you worry that you're not delivering 100%. There's guilt that you're not being the best mum possible. So, it really is guilt on all fronts if you're not careful.”   In this Best of Series episode, we replay a chat we had in 2019 with Nicolette Rubinsztein AM, Professional Board member and author, on removing guilt, building female confidence, and overcoming busy-ness.  

About Leon Furze Leon Furze is an international consultant, author, and speaker with over fifteen years of experience in secondary and tertiary education and leadership. Leon is studying his PhD in the implications of Generative Artificial Intelligence on writing instruction and education. Leon has held roles at multiple levels of school and board leadership, including Director of Teaching and Learning, Head of English, and eLearning. Leon is a Non-Executive Director on the board of Young Change Agents and Reframing Autism, and a member of Council for the Victorian Association for the Teaching of English.  Leon completed his Master of Education at the University of Melbourne in 2016 with a focus on student wellbeing, leading schools through change, and linking education systems and communities. He has published dozens of books, articles and courses, with his most recent publications, Practical Reading Strategies and Practical Writing Strategies reaching an international audience. Leon presents at state and national conferences and runs online and face to face professional learning for schools, individuals and businesses. Through consultancy and advisory work, Leon helps educators from K-12 to tertiary to understand the implications of Generative Artificial Intelligence in education. LinkedIn: https://www.linkedin.com/in/leonfurze/ Resources https://leonfurze.com/  https://aiassessmentscale.com https://leonfurze.com/blog  https://practicalaistrategies.com/ 40% discount code to the main Practical AI Strategies course for your listeners: ISP2025 at checkout for this course: https://practicalaistrategies.com/p/practical-ai-strateg John Mikton on Social Media LinkedIn: https://www.linkedin.com/in/jmikton/ Twitter: https://twitter.com/jmikton Web: beyonddigital.org Dan Taylor on social media: LinkedIn: https://www.linkedin.com/in/appsevents  Twitter: https://twitter.com/appdkt  Web: www.appsevents.com Listen on: iTunes / Podbean / Stitcher / Spotify / YouTube Would you like to have a free 1 month trial of the new Google Workspace Plus (formerly G Suite Enterprise for Education)? Just fill out this form and we'll get you set up bit.ly/GSEFE-Trial

Bruno Jaspaert is the Belgian CEO of DEEP C Industrial Zones, one of Vietnam's largest industrial zone developers with a 3,400-hectare land portfolio across Haiphong and Quang Ninh. With over 25 years of international experience spanning Asia and Europe, Bruno has held senior roles in sales, production, innovation, project and strategy management across sectors including chemicals, logistics, steel, and oil & gas.In addition to his role at DEEP C, he currently serves as a Non-Executive Director at Ras Al Khaimah Economic Zone (RAKEZ) in the UAE and is the Chairman of EuroCham Vietnam. A multilingual leader and committed team builder, Bruno is driven by people, innovation, and delivering positive impact. He holds two master's degrees—in International Relations and in Commercial Engineering.Bruno is a strong advocate for sustainable growth and ESG reporting as a tool to align stakeholders and prove that economic development and environmental responsibility can go hand in hand.---Listen to this episode on YoutubeAnd explore many amazing articles about the pioneers at: https://vietcetera.com/vn/bo-suu-tap/vietnam-innovatorFeel free to leave any questions or invitations for business cooperation at hello@vietnaminnovators.com

Jeffrey Gibb Kennett AC (born 2 March 1948) is an Australian former politician who served as the 43rd Premier of Victoria between 1992 and 1999, Leader of the Victorian Liberal Party from 1982 to 1989 and from 1991 to 1999, and the Member for Burwood from 1976 to 1999. He is currently a media commentator. He was previously the president of the Hawthorn Football Club, from 2005 to 2011 and again from 2017 to 2022. He is the founding Chairman of beyondblue, a national mental health advocacy organisation. Early life The son of Kenneth Munro Gibb Kennett (1921–2007), and Wendy Anne Kennett (1925–2006; née Fanning), he was born in Melbourne on 2 March 1948. He attended Scotch College; and, although an unexceptional student academically, he did well in the school's Cadet Corps Unit. He also played football (on the wing) for the school.  His failure to rise above the middle band academically almost led him to quit school in Fourth Form (Year 10 – 1963), but he was persuaded to stay on. His Fifth and Sixth Forms were an improvement, but he was still described in school reports as "[a] confident and at times helpful boy. Sometimes irritates. Sometimes works hard" (1964), and "[a] keen, pleasant, though sometimes erratic boy" (1965). After leaving school, Kennett was persuaded by his father Ken to attend the Australian National University in Canberra, but lost interest and left after one year of an economics degree. He returned to Melbourne and found work in the advertising department of the retail giant Myer – kindling an interest for advertising that would one day earn him his living. Kennett's life in the regular workforce was cut short when, in 1968, he was conscripted into the Australian Army.[9] Kennett was selected for officer training and graduated third in his class from the Officer Training Unit, Scheyville (OTU), near Windsor, New South Wales, outside Sydney. He was posted to Malaysia and Singapore as Second Lieutenant, commander of 1st Platoon, A Company, 1st Battalion, Royal Australian Regiment (1RAR). This military career (and his earlier experience in the Scotch College Cadet Corps) has been noted by many biographers as an essential formative influence on the adult Kennett's character. His sense and regard for hierarchical loyalty, punctuality, and general intolerance of dissent or disobedience may be traced to this period. Kennett returned to civilian life in 1970, reentering a divided Australian society, split by the Vietnam War, of which Kennett was a firm supporter. Having returned to Myer, Kennett became impatient with his work, and so with Ian Fegan and Eran Nicols, he formed his own advertising company (KNF) in June 1971. Thereafter, in December 1972, Kennett married Felicity Kellar, an old friend whom he had first met on a Number 69 tram on the long trips to school. Their first son was born in 1974, followed by a daughter and two more sons. Political career Kennett was elected as a Liberal Member of the Victorian Legislative Assembly (MLA) for Burwood in 1976, having had an interest in local politics since the early 1970s.[14] His preselection for the seat reportedly irritated then Premier Dick Hamer, who disliked Kennett's campaigning style, and had endorsed the sitting member, Haddon Storey. However, by 1981, Kennett was promoted to Cabinet as Minister for Housing and Minister of Immigration and Ethnic Affairs. He was one of several younger MPs whom Hamer promoted to Cabinet in a bid to renew his government. Kennett retained his post when Hamer was replaced as Liberal leader and Premier by Lindsay Thompson in June of that year. Following the defeat of the longstanding Liberal government in 1982, Kennett was the leading candidate to replace Thompson despite being the youngest member of the outgoing government. On 26 October, he was elected leader of the Liberal Party and hence Leader of the Opposition. He took an aggressive posture against the Cain government, and was often criticised for his "bull-in-a-china-shop" style and his anti-government rhetoric. Under his leadership, the Liberals were heavily defeated by Labor in 1985. Afterwards he faced a challenge to his leadership of the party from Ian Smith. Kennett survived easily, but increasingly, he was seen as an erratic and unapproachable leader. He faced two more challenges to his leadership in 1986 and 1987. In 1987, in one notable incident Kennett referred to the Federal Liberal leader John Howard as a 'cunt' in a mobile telephone conversation with Howard rival Andrew Peacock. The car-phone conversation damaged both Howard and Kennett politically, but aided Peacock in his push to return as Federal Liberal leader (1989). Toward the end of its second term the Cain government had lost support and the Liberals were expected to win the 1988 election. The Liberal vote indeed rebounded strongly – they won a majority of the two-party vote – however much of this margin was wasted on landslide majorities in their heartland. As a result, the Liberals took only one seat from Labor in the capital, and were left four seats short of a majority. Failing to become premier, Kennett was again criticised within his own party, and in 1989 he was deposed in favour of a little-known rural MLA, Alan Brown. Kennett's performance during his first stint as Liberal leader is a matter of debate. Economou sees his 1985 and 1988 election campaigns as weak, while Parkinson believes he was a significant asset in pushing the Labor government of John Cain in several key seats. First term as premier Kennett publicly pledged never to attempt a return to the Liberal leadership. However, when Brown proved unable to challenge the government effectively, he allowed his supporters to call a spill in 1991. Brown realised he didn't have enough support to keep his post and resigned, allowing Kennett to retake the leadership unopposed. With Victoria facing billions of dollars of debt, Kennett was seen as "Premier-in-waiting" from the moment he retook the leadership. Cain had resigned a year earlier in favour of Deputy Premier Joan Kirner, who was unable to regain the upper hand despite being personally more popular than Kennett. The Liberals' advantage was strengthened by an important decision taken during Brown's brief tenure as leader—negotiating a Coalition agreement with the National Party. The Liberals and Nationals have historically had a strained relationship in Victoria; they had sat separately for most of the second half of the 20th century. It had been believed that Kennett had been denied victory in 1988 due to a large number of three-cornered contests in rural seats. The Coalition went into the October 1992 state election as unbackable favourites, having been ahead in opinion polling by large margins for almost two years. They stoked the voters' anger with a series of "Guilty Party" ads, targeting many Labor ministers and highlighting concerns in their portfolios. In the second-largest defeat that a sitting government has ever suffered in Victoria, the Coalition scored a 19-seat swing, attaining a 16-seat majority in the Legislative Assembly. The Liberals won 52 seats, enough for a majority in their own right. Nevertheless, Kennett supported his coalition partner, retaining the Nationals in his cabinet. State school closures In the first three years of office, funding for public schools and the Department of Education was substantially reduced. 350 government schools were closed, including every Technical High School ("Tech") in Victoria, and 7,000 teaching jobs eliminated. The Tech School closures had a widespread, delayed effect two decades later when a skilled labour shortage in the state was declared by the government, attributable largely to the generation of children who were denied a trade-focused high school education, significantly reducing the number of school leavers commencing trade apprenticeships. The few who did so were insufficient to counterbalance the number of retiring tradespeople in the coming years. This directly resulted in the number of Skilled Migrant (subclass 190) visas being made available each year increasing to 190,000 from 2012 and an active campaign to entice migrants with trade qualifications to Victoria. Public transport Other controversial moves included the sacking of 16,000 public transport workers in a major technological upgrade of the system, and the initiation of a major scheme for privatisation of state-owned services, including the electricity (SECV) and gas (Gas and Fuel Corporation of Victoria) utilities, the ambulance service, as well as several prisons and other minor services. The sale of the Totalisator Agency Board raised $609 million. Between 1995 and 1998, $29 billion of state assets in gas and electricity alone were sold to private enterprise (for statistics, see Parkinson, Jeff, 1999) In the wake of these changes, investment and population growth slowly resumed, though unemployment was to remain above the national average for the duration of Kennett's premiership. While the benefits to the State budget figures were indisputable in the short term, the social and longer-term economic cost of the Kennett reforms have been questioned by many commentators, academics and those who suffered economically through the period of reform. This campaign of privatisations and cutbacks led to governmental acts of privatisation by splitting up Melbourne's rail (Hillside, Bayside, V/Line and West Coast Rail) and tramways (Yarra and Swanston) or budget-cutting becoming popularly known as being "Jeffed". He also cut back many regional rail services including The Vinelander (ran to Mildura, services later restored to Maryborough as a regular V/Line service in 2011) and services to Leongatha, Bairnsdale (returned in 2003), Dimboola (services later returned to Ararat in 2004). The largest public protest in Melbourne since the Vietnam War Moratorium occurred on 10 November 1992, with an estimated 100,000 people marching in opposition to the retrenchment of many workers and the large State budget cutbacks. Kennett was undeterred by this protest, and famously commented that though there were 100,000 outside his office at Parliament that day, there were 4.5 million who stayed at home or at work. High-profile capital works projects This section does not cite any sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. (April 2025) (Learn how and when to remove this message) The Kennett government also embarked on a series of high-profile capital works projects, such as the restoration of Parliament House, construction of a new $250 million Melbourne Museum and IMAX theatre, and a new $130 million Melbourne Convention and Exhibition Centre. Other projects included a $160 million expansion of the National Gallery of Victoria; $100 million for refurbishment of the State Library of Victoria; $65 million for a new Melbourne Sports and Aquatic Centre (MSAC); and $130 million for the construction of a new civic square on the site of the old Gas and Fuel Buildings, to be known as Federation Square. The relocation of the Formula 1 Grand Prix from Adelaide in 1993 was a particular coup for Kennett, who had worked hard with his friend Ron Walker, the Chairman of the Melbourne Major Events Company, helped deliver Melbourne the hosting rights for the event from Adelaide in 1993. The most controversial project of the Kennett era was the $1.85 billion Crown Casino and Entertainment Complex, a gambling and entertainment centre on Melbourne's Southbank. Initial plans for a casino had been made under the Labor government, however the tendering process and construction occurred under Kennett. A$2 billion project to redevelop Melbourne's derelict Docklands area to include a new football stadium was also undertaken, in addition to the large CityLink project, a project resurrected from the 1969 Melbourne Transportation Plan, aimed at linking Melbourne's freeways, easing traffic problems in the inner city, and reducing commuting times from the outer suburbs to the CBD. Macedonian name dispute Kennett speaking at a event In the mid-1990s, Premier Kennett backed the Greek position over the Macedonian question in his attempts to shore up local electoral support. Kennett's stance gained him supporters from the Melburnian Greek community, whereas he was referred to as "Kennettopoulos" by the Macedonian community. At Kennett's insistence, his state government in 1994 issued its own directive that all its departments refer to the language as "Macedonian (Slavonic)" and to Macedonians as "Slav Macedonians". Reasons given for the decision were "to avoid confusion", be consistent with federal naming protocols toward Macedonians and repair relations between Macedonian and Greek communities. It was accepted that it would not impact the way Macedonians self identified themselves. The decision upset Macedonians, as they had to use the terms in deliberations with the government or its institutions related to education and public broadcasting. The Macedonian Community challenged the decision on the basis of the Race Discrimination Act. After years of litigation at the Australian Human Rights and Equal Opportunity Commission (HREOC), the Federal Court and High Court, previous judicial rulings were upheld that found Kennett's directive unlawful as it caused discrimination based on ethnic background and was struck down from usage in 2000. Second term as premier Kennett's personal popularity was mostly average to high through his first term, though that of the government as a whole went through peaks and troughs. Without a by-election in the previous four years, the 1996 state election shaped up as the first test of the 'Kennett Revolution' with the electorate. The Coalition was expected to win a second term at the 30 March election, albeit with a somewhat reduced majority. At the federal election held four weeks earlier, while Labor was heavily defeated, it actually picked up a swing in Victoria. However, to the surprise of most commentators, the Coalition only suffered a two-seat swing, allowing it to retain a comfortable 14-seat majority. The Coalition actually picked up modest swings in Melbourne's outer suburbs, which have traditionally decided most state elections. Several negative trends (for the Liberals) were obscured somewhat by the euphoria of victory. The government's sharp cuts to government services were particularly resented in country Victoria, where the Liberals and Nationals held almost all the seats. The loss of the Mildura seat to independent Russell Savage was an indication of this disaffection, and when in February 1997 independent Susan Davies was elected to the seat of Gippsland West, this trend seemed set to continue. However, the verdict of many was that the 'Kennett Revolution' was far from over – indeed it was seemingly set in stone with the opening of the Crown Casino in May 1997. Kennett's profile continued to grow as he became a major commentator on national issues, including urging the new government of John Howard to introduce tax reform, and actively opposing the rise of the One Nation Party of Pauline Hanson. In this last case, Kennett did not shy away from criticising the media, but also the decision of the Howard government to not actively oppose Hanson's agenda. Kennett was influential in Melbourne bidding for the 2006 Commonwealth Games. Three cities initially expressed interest in hosting the event; Melbourne, Wellington and Singapore. Singapore dropped out before its bid was officially selected by the Commonwealth Games Federation, leaving only two candidate cities. In the weeks prior to the announcement of the 2006 host, Wellington withdrew its bid, citing the costs involved with matching the bid plan presented by Melbourne, which became the default host without members of the Federation going to vote. The government lost ground over the next few years, with high-profile disagreements with the Director of Public Prosecutions Bernard Bongiorno, and Auditor-General Ches Baragwanath fuelling criticism of Kennett's governmental style. Kennett's perceived antipathy to Baragwanath led to 1997 legislation to restructure the office of the Auditor-General and set up Audit Victoria. While Kennett promised the independence of the office would be maintained, many saw his government's actions as an attempt to curb the Auditor-General's power to criticise government policy. Widespread community debate and substantial public dissent from Liberal MPs and Party members ensued, with MLA Roger Pescott resigning from Parliament at the height of the debate; citing his disagreement with this Bill and Kennett's style in general. The Liberal Party lost the by-election in Mitcham. Further scandals involving the handling of contracts for the state emergency services response system damaged the credibility of Kennett in 1997–1998, while rural dissent continued to grow. Personal difficulties also began to affect Kennett and his family. The strains of public life led to a trial separation between Felicity and Jeff in early 1998 (patched up by the end of the year), while earlier in Kennett's first term, public scrutiny had led to the forced sale of the KNF Advertising Company, despite all Kennett's involvement having been transferred to his wife's name. There were rumours in 1998 that Kennett might retire from politics; these were mostly centred around Phil Gude, his party deputy. These eventually came to nothing. In July 1998, Liberal MP Peter McLellan, Member for Frankston East, resigned from the party in protest over alleged corrupt Liberal Party Senate preselection, changes to WorkCover and the auditor-general's office. Again, Kennett failed to pick up the warning signs of declining support for his style of leadership. Labor leader John Brumby took care to capitalise on each of Kennett's mistakes over this period, though his absences in rural electorates were misunderstood by many Labor MPs, and led to his replacement by Steve Bracks in early 1999. Bracks, who came from Ballarat, was popular in rural areas and was seen as a fresh alternative to Brumby, who nevertheless remained a key figure in the shadow Cabinet. 1999 election loss Despite Bracks' appeal, Kennett entered the 1999 election campaign with a seemingly unassailable lead, and most commentators and opinion polls agreed that the Coalition would win a third term. However, in a shock result, the Coalition suffered a 13-seat swing to Labor. While there was only a modest swing in eastern Melbourne, which has historically decided elections in Victoria, the Coalition suffered significant losses in regional centres such as Ballarat and Bendigo. ABC elections analyst Antony Green later said that when he first saw the results coming in, it looked so unusual that he thought "something was wrong with the computer." Initial counting showed Labor on 41 seats and the Coalition on 43; a supplementary election had to be held in Frankston East following the death of sitting independent Peter McLellan. The balance of power rested with three independents-Russell Savage, Susan Davies and newly elected Craig Ingram. Negotiations began between the Coalition and the three independents. While Kennett acceded to all but two of their demands, his perceived poor treatment of Savage and Davies in the previous parliament meant that they would not even consider supporting a Coalition minority government headed by Kennett. On 18 October, two days after Labor won the supplementary election in Frankston East, the independents announced they would support a Labor minority government. The agreement entailed Labor signing a Charter of Good Government, pledging to restore services to rural areas, and promising parliamentary reforms. Kennett's supporters urged the Coalition to force a vote of 'no confidence' on the floor of the parliament in a last-ditch effort to force Savage, Davies and Ingram to support Kennett. However, with the Liberals divided on Kennett's future role, Kennett retired from all of his offices, saying he wished to have no further involvement in politics. Labor won the ensuing by-election in Burwood. Rumoured returns to politics Following the Liberals' second successive defeat in the 2002 election, rumours began that Kennett was planning a comeback to politics. The issue came to a head in May 2006 after the sudden resignation of Kennett's successor, Robert Doyle, when Kennett announced he would contemplate standing in a by-election for Doyle's old seat of Malvern and offering himself as party leader. His stance was supported by Prime Minister John Howard, who rated him as the party's best hope to win the November 2006 state election. But within 24 hours Kennett announced he would not return to Parliament rather than running against Ted Baillieu, whom Kennett had been grooming for the top post since 1999. John Howard was reported to have been "embarrassed" by having publicly supported Kennett before his decision not to re-enter politics. In 2008, it was rumoured that Kennett was planning to stand for Lord Mayor of Melbourne. Despite endorsing future Lord Mayor John So in the 2001 mayoral elections, Kennett was quoted as saying "I think the city is ready for a change". Kennett claimed he had been approached by "a range of interests" to run for the position, but in the end did not do so. Former Liberal leader Robert Doyle ultimately won the election. 2020: Indigenous voice to government On 15 January 2020, it was announced that Kennett would be one of the members of the National Co-design Group of the Indigenous voice to government. Life after politics Kennett at the 2018 VFL Grand Final In 2000, Kennett became the inaugural chairman of beyondblue (the National Depression Initiative), a body that was largely formed by the efforts of the Victorian State Government. On 24 June 2008, he announced that he would be stepping down from his role at beyondblue at the end of 2010. This did not happen. After 17 years as the chair of beyondblue, he stood down in 2017, handing the reins to former PM Julia Gillard. He stated "beyondblue is part of my DNA, outside my family, it has been my most important role. Kennett has previously served on the boards of Australian Seniors Finance, a reverse mortgage company, and SelecTV, which was a satellite television group. Kennett has said in an interview that he rarely thinks about the media or "bloody history", though he regrets the "disastrous" introduction of the Metcard ticketing system for trains and trams. Kennett angered gay rights groups in July 2008 when he supported the Bonnie Doon Football Club in their sacking of trainer Ken Campagnolo for being bisexual; and compared homosexuality to pedophilia. Anti-discrimination campaigner Gary Burns pursued an action in the NSW Administrative Decisions Tribunal against Kennett for making the following statement: "The club felt that once this had been pointed out and you had this gentleman there who was obviously close to young men – massaging young men – it ran an unnecessary risk, and that's why it decided it was best that he not perform those duties again. So the club was trying to do the right thing," The case was dropped due to Gary Burns' lack of funds to pursue the case. Hawthorn FC presidency On 14 December 2005, Kennett was made president of Hawthorn Football Club, taking over from Ian Dicker. Following the exit of the St Kilda Football Club from the Tasmanian AFL market in 2006, Kennett was president when the Hawthorn Football Club negotiated a five-year sponsorship deal with the Tasmanian state government. The sponsorship deal was worth an estimated $12 million for which the Tasmanian government bought naming rights to the club's guernsey, and the HFC committed to playing an agreed number of pre-season and four regular season "home games" at York Park.[56] Kennett was instrumental in Hawthorn's 2007 5-year business plan titled "five2fifty", the core idea being that in the next five years the club will target to win 2 premierships and have fifty thousand members. As part of the plan, the football club wants to be seen as the most professional club in the AFL, and places great emphasis on the welfare of the people associated with the club. Following Hawthorn's 2008 AFL Grand Final victory over Geelong, Kennett claimed that the Cats "lacked the mentality to defeat Hawthorn", this being in reference to the Cats' inability to counter-attack the running game of the Hawks in the aforementioned Grand Final. Kennett's comments led to the subsequent eleven-match losing streak for Hawthorn against Geelong becoming known as the "Kennett curse". He stepped down at the end of his second three-year term in 2011, he also changed the club's constitution so that presidents could only serve two 3-year terms. Second stint Kennett at an AFL Women's match in 2023 In what Fox Footy described as a "stunning return",[59] Kennett was announced as the president of the Hawthorn Football Club on 4 October 2017 following the sudden resignation of the incumbent president Richard Garvey. Garvey had taken criticism on the hiring and later sacking of club CEO Tracey Gaudry. Kennett subsequently appointed Justin Reeves as the club's new CEO. On 4 October 2017 he announced that he would serve the position for a full 3-year term. Soon after his re-appointment, Kennett and the club released a vision statement outlining the future of the club up to 2050. The first five-year strategic plan titled 'Dare to be Different' will drive the club's priorities from 2018 to 2022. Kennett said: "Hawthorn we aren't ones to sit back and wait, we work hard to achieve and deliver exciting results, on and off the field. Our vision for our strategic plan, "Dare to be Different", encapsulates this as we continue to strive for excellence. "We have set ourselves some ambitious targets but all are within our grasp if we continue to innovate, grow and forge new frontiers within the AFL industry." On 6 July 2021, Kennett and the Hawthorn board announced that they would not be renewing head coach Alastair Clarkson's contract following its expiry at the conclusion of the 2022 AFL Premiership season. It was announced that Box Hill Hawks and Hawthorn development coach, former player Sam Mitchell had been chosen by Kennett and the board to become the Hawthorn coach at the end of Clarkson's reign. Chairman of The Original Juice Company On 12 December 2022, The Original Juice Company announced that it would appoint Kennett as Chairman and Non-Executive Director. Honours In the Australia Day Honours of 2005, Kennett received Australia's then highest civilian honour, when he was made a Companion of the Order of Australia (AC). The honour was for "service to the Victorian Parliament and the introduction of initiatives for economic and social benefit, to business and commerce, and to the community in the development of the arts, sport and mental health awareness strategies." In May 2000, he was also awarded an honorary doctorate – DBus (Honoris Causa) – by the University of Ballarat. Media work For a brief period during 2002, Kennett was a radio presenter for Melbourne station 3AK, continuing an interest in mass communication which was also a feature of his premiership. Since 2010, Kennett has been a regular contributor to Neil Mitchell's 3AW radio program every Thursday, as a social commentator. On 28 March 2013 it was announced that Kennett had joined the Seven television network as national political commentator which will involve him appearing on breakfast show Sunrise every Tuesday and on Seven news as required. On 12 February 2017 Jeff Kennett engaged ex-Seven West Media employee on Twitter over leaked documents potentially breaching the company's own gag order on Amber Harrison.  

Interview with Kevin Smith, Non-Executive Director of Iris Metals Ltd.Recording date: 15th May 2025Iris Metals (ASX:IR1) presents a distinctive investment proposition in the lithium sector, focusing on speed-to-market in the United States through brownfield restart projects in South Dakota. Unlike many peers that require years of development and massive capital expenditure, Iris is advancing a permitted portfolio of hard rock spodumene assets with potential production by the end of 2026."This isn't your traditional dynamic of what you think of in a Western Australian style spodumene project where we're going to go drill for three or four years, build a huge resource, then raise a billion dollars off an FID and go build it," explains Kevin Smith, Non-Executive Director of Iris Metals. "We have a quick path to production by leveraging the operations that are already there."The company's strategic advantages begin with location. In a US market that currently imports 100% of its lithium requirements, Iris controls previously producing mines that operated during the Cold War era. These assets are already licensed and permitted, potentially eliminating years of regulatory hurdles that typically delay new mining projects.Iris employs a "hub and spoke" model centered around three primary project areas: Beecher (which already has a resource statement), Tin Mountain, and Edison. All three sites are currently being drilled, with updated resource estimates expected by fall 2025 to support a final investment decision.The US political landscape creates additional tailwinds. Recent tariffs on lithium imports, even from traditional allies like Canada, provide market protection for domestic producers. Combined with production tax credits, these policies create a protected ecosystem for US lithium development.From a technological standpoint, Iris avoids the risks associated with novel extraction methods by focusing on conventional hard rock mining – a proven approach widely used in established lithium producing regions. "We don't have to prove up a process flowsheet like the DLE guys," notes Smith. "We're going to use technology that's tried and proven in Western Australia and other places."The company claims several advantages that could contribute to a competitive cost structure, including very low strip ratios (potentially as low as 1:1), existing infrastructure, and proximity to workforce and services. These factors lead Iris to believe it can operate in "the bottom quartile of the cost curve" globally.Beyond mining, Iris has demonstrated the ability to produce battery-grade lithium compounds domestically through partnership with Indiana-based Reelement. Initial trials have reportedly produced 99.5% pure lithium carbonate – potentially enabling a complete US supply chain without sending material overseas for processing.For investors, upcoming catalysts include results from ongoing drill programs, trial mining activities to verify cost parameters, detailed engineering studies, and a potential OTC listing to improve accessibility for North American investors. The timeline to potential production appears relatively short compared to many lithium development peers, potentially offering a faster path to cash flow in a strategic jurisdiction.View Iris Metals' company profile: https://www.cruxinvestor.com/companies/iris-metals-limitedSign up for Crux Investor: https://cruxinvestor.com

In this episode of Molecule to Market, you'll go inside the outsourcing space of the global drug development sector with Rob Wood, pharma portfolio investor and Founder. Your host, Raman Sehgal, discusses the pharmaceutical and biotechnology supply chain with Rob, covering: Identifying a niche in the pharma services space that led to working with top 50 Big Pharma Growing STEM into an international powerhouse before eventually selling to UDG Healthcare Life as a pharma portfolio advisor and investor of seven pharma services companies Creating an academy that will introduce entrepreneurship to hundreds of thousands of kids How AI will impact the commercialization of new and existing drugs Rob Wood is an experienced entrepreneur in the pharma services industry. He founded, scaled, and sold STEM for €120 million, expanding into 51 countries and working with all of the top 50 pharmaceutical companies. STEM grew to over 1,000 staff globally and received the Queen's Award for International Trade. After selling STEM, Rob joined UDG plc as CEO & President of Advisory and Head of Group Business Development, leading multiple healthcare consultancies and re-modelling business development across 28 companies. Today, Rob serves as Chairman or Non-Executive Director for several healthcare service companies, focusing on growth, leadership, and investment opportunities. He holds an MBA from Newcastle University. He recently founded the Rob Wood Enterprising Futures Academy in conjunction with Newcastle University. Please subscribe, tell your industry colleagues and join us in celebrating and promoting the value and importance of the global life science outsourcing space. We'd also appreciate a positive rating! Molecule to Market is also sponsored and funded by ramarketing, an international marketing, design, digital and content agency helping companies differentiate, get noticed and grow in life sciences.

In this episode of L2S!, leadership and gender equality expert Michelle Redfern sits down for an interview with Jo Thomas, the CEO of the Australian Institute of Business. Jo shares her career story, how she ended up living in Australia, and how she climbed the career ladder to hold multiple C-Suite positions.Learn more about Lead to Soar! and A Career that Soars! by visiting LeadToSoar.com~Guest Jo Thomas' Bio: Jo Thomas is the Chief Executive Officer of the Australian Institute of Business. Jo is all about flawless execution, authentic leadership, and innovation. She is experienced with both online and offline customer offerings, and leading teams. Jo is extremely passionate about the human experience and enjoys making both the workplace and customer interactions life-enhancing experiences. In her words, success lies where people, process and data intersect. Michelle Redfern's Bio: Michelle is the founder of Advancing Women, an enterprise providing research and advisory services on workplace gender equality, inclusion and diversity. She is co-host of A Career that Soars! the founder of women's network Women Who Get It co-founder of CDW (Culturally Diverse Women) and host of the Lead to Soar podcast.Michelle is an experienced Non-Executive Director with Board and advisory roles in the finance, sport, for purpose and supply chain sectors. She is a proud Ambassador for Flexible Working Day and Girls Uniform Agenda. She has held executive leadership roles at ASX & FTSE listed companies NAB, Telstra and Serco during her 30-year corporate career.Michelle is a Graduate of the AICD, holds an Executive MBA (Distinction) and holds various accreditations in organisational diversity and coaching. She is an in-demand speaker and is a regular contributor to the discussion and advocate for gender equality and inclusion in sport and business workplaces. Hosted on Acast. See acast.com/privacy for more information.

Shirah Mansaray is the CEO and founding trustee of the international charity, I Am Somebody's Child Soldier, which provides mental health support to former child victims of war in Uganda. Shirah has over 15 years' experience working in the humanitarian field, with organisations ranging from the United Nations and the Human Rights and Economic Affairs Department at the Council of Europe, Strasbourg. Shirah is a Non-Executive Director and Trustee of Amnesty International UK.Shirah is passionate about advocating for mental health as a fundamental human right for populations in the Global South and worldwide.Shirah is currently a PhD scholar at University College London (UCL) conducting academic and industry research on healthcare policies and architectures that promote mental health through design responsibility and sustainable environmental design. She has a Master's degree in Development, Technology and Innovation Policy from UCL, where her thesis interrogated the efficacy of the World Food Program's Blockchain based digital identification system and the data privacy rights of refugees.Shirah is a trained lawyer and is currently seconded to Bates Wells LLP where she advises charities, non-profits and civil society organisations in the UK and internationally on governance matters, commercial agreements, charity law and human rights law.From child soldier to mental health advocate, Shirah shares her journey of compassion and change. Raised between the UK and Uganda, she founded I Am Somebody's Child Soldier to support former child soldiers. Now a vice chair at Amnesty International and a PhD researcher, she champions mental health as a human rights issue.In this conversation, Shirah discusses trauma, advocacy, and global injustices while balancing leadership and academia. Learn how she transforms personal experience into impact—and get a glimpse of her upcoming book!CHAPTERS:00:00 - Intro00:30 - Shiro's Background05:15 - Mental Health as a Human Right07:50 - Child Soldiers and Conflict13:09 - The Impact of War on Children17:34 - Funding Challenges in Advocacy20:18 - Role at Amnesty International22:14 - Balancing Activism and Personal Life27:03 - Your Book and Its Messagehttps://www.themiscrown.com/https://iamsomebodyschildsoldier.org/https://www.linkedin.com/in/shirah-z-mansaray/ABOUT OUR HOST:Ken Eslick is an Entrepreneur, Author, Podcaster, Tony Robbins Trainer, Life Coach, Husband of 35+ Years, and Grandfather. Ken currently spends his time as the President & Founder of The Leaders Lab where he and his team focus on Leadership Talent Acquisition. They get founders the next level C-Suite Leaders they need to go from being an Inc. Magazine 5000 fastest growing company to $100,000,000 + in revenue.  You can learn more about Ken and his team attheleaderslab.coListen to more episodes on Mission Matters:https://missionmatters.com/author/ken-eslick/#education #socialjusticeeducation #mentalhealthadvocacy #socialjusticeactivism #internationallaw

Lead to Soar! is a production of A Career that Soars!In this episode of L2S!, leadership and gender equality expert Michelle Redfern sits down for an interview with Semiconductor engineer and DEI expert Alicia Scott. Alicia joins us to share her experiences advancing in a highly male-dominated space - semiconductors and shares her thoughts and experience as a Woman of Colour in STEM. Learn more about Lead to Soar! and A Career that Soars! by visiting LeadToSoar.com.~Bio for Guest Alicia ScottAlicia Scott has 25 years of professional experience in the semiconductor industry and is currently the Senior Director of People, Culture and DEI at onsemi. Alicia earned a BS in Microelectronic Engineering from Rochester Institute of Technology, and an MBA from Arizona State University. Bio for Michelle RedfernMichelle founded Advancing Women, an enterprise that provides research and advisory services on workplace gender equality, inclusion, and diversity. She is co-host of A Career that Soars! the founder of women's network Women Who Get It co-founder of CDW (Culturally Diverse Women) and host of the Lead to Soar podcast.Michelle is an experienced Non-Executive Director with Board and advisory roles in the finance, sport, for purpose and supply chain sectors. She is a proud Ambassador for Flexible Working Day and Girls Uniform Agenda. She has held executive leadership roles at ASX & FTSE listed companies NAB, Telstra and Serco during her 30-year corporate career.Michelle is a Graduate of the AICD, holds an Executive MBA (Distinction) and has various accreditations in organisational diversity and coaching. She is an in-demand speaker and is a regular contributor to the discussion and advocate for gender equality and inclusion in sport and business workplaces. Hosted on Acast. See acast.com/privacy for more information.

On Monday, April 14, the US Federal Trade Commission (FTC) will kick off its trial against Meta. In process for years, the case is over whether Mark Zuckerberg's company has an illegal monopoly over social media and whether it should be forced to spin off Instagram and WhatsApp.To prepare to cover the arguments, Tech Policy Press Associate Editor Cristiano Lima-Strong spoke to two experts to better understand the issues at play.William (Bill) Kovacic is a Professor of Law and Policy and Director of the Competition Law Center at the George Washington School of Law. From January 2006 to October 2011, he was a member of the Federal Trade Commission and chaired the agency from March 2008 to March 2009. And for nearly a decade, Professor Kovacic served as a Non-Executive Director with the United Kingdom's Competition and Markets Authority.Gene Kimmelman is a senior policy fellow at Yale's Tobin Center for Economic Policy. He was the Justice Department's deputy associate attorney general during the Biden administration, and he has served as chief counsel to the head of the DOJ Antitrust Division and the Senate Antitrust Subcommittee.

In this episode of L2S!, leadership and gender equality expert Michelle Redfern sits down for an interview with the one and only Sheila Flavell. Sheila is an extraordinary leader (by our full ACtS! definition!) in the truest sense. She has created exceptional outcomes for business and women in the Tech industry. She continues leading today and has the curiosity and energy to keep learning and pushing herself into new territory. We were so inspired by this episode, and hope you are too!Learn more about Lead to Soar! and A Career that Soars! by visiting LeadToSoar.com~Bio for Guest, Sheila FlavellSheila Flavell has over 30 years experience in the global tech sector. She played an integral role in FDM's flotation on AIM in 2005 and was a key instigator of the management buy-out of the Group in 2010 and the subsequent listing onto the main FTSE Market in 2014. Sheila's sector knowledge has been crucial in driving FDM's global expansion programme, taking them into the FTSE250. She spearheads the ‘Global Women in Tech' campaign and created FDM's hugely successful Returners Programme. Sheila is Deputy President of TechUK and chairs the Institute of Coding's Industry Advisory Board. One of her proudest moments in business was when FDM achieved a zero gender pay gap. She has won numerous awards during her career for services to the tech industry and was recognised in the 2020 New Year's Honours list with ‘Commander Of The Order Of The British Empire' for her services to gender equality in IT and the employment of graduates and returners. She is also listed in Computer Weekly's ‘Most Influential Women in UK Tech, Hall of Fame.' Bio for Michelle RedfernMichelle founded Advancing Women, an enterprise that provides research and advisory services on workplace gender equality, inclusion, and diversity. She is co-host of A Career that Soars! The Women Who Get It is the founder of the women's network, co-founder of CDW (Culturally Diverse Women), and host of the Lead to Soar podcast.Michelle is an experienced Non-Executive Director with Board and advisory roles in the finance, sport, for purpose and supply chain sectors. She is a proud Ambassador for Flexible Working Day and Girls Uniform Agenda. She has held executive leadership roles at ASX & FTSE listed companies NAB, Telstra and Serco during her 30-year corporate career.Michelle is a Graduate of the AICD, holds an Executive MBA (Distinction) and has various accreditations in organisational diversity and coaching. She is an in-demand speaker, a regular contributor to the discussion, and an advocate for gender equality and inclusion in sports and business workplaces. Hosted on Acast. See acast.com/privacy for more information.

In this episode of Molecule to Market, you'll go inside the outsourcing space of the global drug development sector with Jason C. Foster, Chief Executive Officer and Executive Director at Ori Biotech. Your host, Raman Sehgal, discusses the pharmaceutical and biotechnology supply chain with Jason, covering: How being frustrated by big company life led to the development of a business unit within Reckitt Benckiser that went on to be valued at $1bn The story of how a spin-out went on to list on the LSE with a cool $3.5bn market cap Taking his skills and experience before making 18+ healthcare start-up investments,... determined to add value beyond the cash Being wowed by the potential of CGTs and building the business he always wanted to work for in Ori The mission is to build enabling technology for power cell therapy companies and cut down the manufacturing costs by at least 50% to improve accessibility and affordability. Jason has held leading roles in consulting, healthcare and technology companies for over 20 years in the US, UK and Europe. He is CEO and Executive Director for Ori Biotech, a cell and gene therapy manufacturing technology start-up with offices in London and New Jersey. He raised a $100M Series B funding round in December 2022. Jason also serves as a Non-Executive Director of London-based health tech start-ups gripAble and Credentially and Auxita Pty, an Australian healthcare data platform. As the Managing Director of Health Equity Consulting, he has advised PE/VC funds, family offices, accelerators and healthTech start-ups.   Please subscribe, tell your industry colleagues and join us in celebrating and promoting the value and importance of the global life science outsourcing space. We'd also appreciate a positive rating! Molecule to Market is also sponsored and funded by ramarketing, an international marketing, design, digital and content agency helping companies differentiate, get noticed and grow in life sciences.