Podcasts about non executive director

In this episode of Let's Talk Talent Podcast, host Craig Howells speaks with Chris Parkinson, Head of Organizational Development at Bupa UK & Non-Executive Director at Oxfordshire Cricket, about building inclusive, purposeful workplaces through trust, confidence, and enterprise leadership. Chris explains how leaders can create the conditions for people to take ownership, contribute beyond their immediate roles, and connect their work to customer outcomes. Drawing on a career spanning banking, consulting, major sporting events, retail, and healthcare, Chris shares how international roles and workforce programmes shaped his approach to learning and talent. His experience supporting the Melbourne 2006 Commonwealth Games and London 2012 informs his perspective on purpose, clarity and giving people permission to contribute. Key Takeaways How leaders can build confidence by trusting people, encouraging early conversations about mistakes, and providing clear guardrails. Why a shared purpose helps people make decisions, take ownership, and contribute to collective success. The value of treating roles as assignments that apply people's skills to organisational and customer needs. How constructive questioning helps people test their ideas and develop stronger solutions than simple approval does. Why leaders should look beyond their own teams to identify organisational problems and mobilise resources to solve them. How talent leaders can recognise transferable skills, learning agility, and leadership ability when creating opportunities across a business. Noteworthy Quotes "Everyone wants a purpose." – Chris Parkinson "I feel I've spent 25 years helping people have better conversations with each other." – Chris Parkinson "I will trust you until shown otherwise." – Chris Parkinson "Everyone can own a bit of the success. It's not a single person that ever achieves anything." – Chris Parkinson "Be brilliant at what you do and being brilliant at what you do includes being a brilliant leader." – Chris Parkinson "Talent can come from anywhere and can do very, very different jobs." – Chris Parkinson Key Timestamps 00:00 – Teaser 01:19 – Craig Howells introduces Chris Parkinson and the career-focused conversation 02:14 – Chris traces his non-linear career from engineering to organisational development 06:16 – International experience, cultural differences and the common need for purpose 09:40 – Transferable learning skills and workforce training at the Melbourne and London Games 13:48 – Building confidence through support, trust, and learning from mistakes 18:15 – Why the strongest leader relationships feel like partnerships 22:53 – Enterprise leadership and looking beyond an individual team's remit 29:50 – Connecting wellbeing, inclusion, and talent at Bupa to customer needs 33:13 – Career advice: finding work you love and building a career around your strengths Disclosure: “Portions of this episode (such as the introduction or promotional segments) use AI-generated voice narration produced under human editorial review.” Follow Our Guest Chris Parkinson LinkedIn: https://www.linkedin.com/in/chris-parkinson-114ab9/  Bupa UK - LinkedIn: https://www.linkedin.com/company/bupauk/  Bupa UK - Website: https://www.bupa.co.uk/  Oxfordshire Cricket - LinkedIn https://www.linkedin.com/company/oxfordshirecricket/home/  Follow Our Host Craig Howells & His Company: LinkedIn: https://www.linkedin.com/in/craighowells/  LinkedIn - Company: https://www.linkedin.com/company/lets-talk-talent/  Website - Company: https://letstalktalent.co.uk/  Instagram - Company: https://www.instagram.com/lets_talktalent/  Facebook - Company: https://www.facebook.com/people/Lets-Talk-Talent/100089259043548/  Follow the Podcast: Apple Podcasts: https://podcasts.apple.com/us/podcast/talent-management-conversations-for-future-hr-leaders/id1436298840  Spotify: https://open.spotify.com/show/3AlMiwKtz0c73jBEZtGmrz?si=80da0e6a786b4d26  YouTube: https://www.youtube.com/@letstalktalent

In this episode of The Fractional CFO Show, Adam Cooper is joined by Dan Maudhub, founder of branding agency Be Wonderful, now an investor, advisor and Non-Executive Director.Dan built and grew Be Wonderful before taking the business through an Employee Ownership Trust (EOT) transaction - a very different route to the traditional trade sale, merger or management buyout that many agency owners might consider when thinking about their exit strategy.The conversation explores the full journey: building an agency with a future exit in mind, choosing an EOT, valuing and structuring the business for the transaction, and then dealing with something that receives far less attention in traditional business exit planning - what happens after the deal is done.Building a business with an exit in mindDan shares how Be Wonderful developed from a founder-led creative agency and why changes in the ownership structure became an important part of its growth.After initially building the company with several minority shareholders, Dan gradually bought those shareholders out. That gave him greater control over the direction of the agency and, ultimately, made the eventual exit process simpler.The discussion highlights an important lesson for anyone thinking about selling a business: exit planning can start many years before an actual transaction.Ownership structure, shareholder alignment, financial performance, management capability and founder dependency can all influence both business valuation and the range of exit options available.Dan also explains why scaling an agency organically can become increasingly difficult as the business grows. New layers of management, relatively short client contracts and the challenge of securing recurring revenue can all affect the route an agency takes towards greater scale and long-term value.Rather than waiting until he was ready to sell, Dan says the business developed its financial model with the eventual exit in mind.Why choose an Employee Ownership Trust?A major part of the conversation focuses on Employee Ownership Trusts and why Dan chose an EOT rather than a traditional M&A transaction or trade sale.Dan explains in straightforward terms how an Employee Ownership Trust works and how employees can effectively become the majority owners and beneficiaries of the business.He also discusses some of the financial and commercial considerations involved in an EOT, including:Business valuationTax considerationsThe structure and timing of payments to existing shareholdersFuture profitabilityEmployee incentivesLong-term financial performanceThe interests of different stakeholdersFor Dan, the decision wasn't simply about finding the exit route with the most attractive headline number.He wanted an approach that could allow him and his family to realise value from the business while also giving employees a meaningful stake in its future success.That made the EOT particularly relevant to Be Wonderful's existing culture and values as a B Corp certified agency.The financial realities of selling a businessOne of the most interesting parts of Dan's experience is the financial risk that remains after an EOT transaction.Unlike an exit where the founder receives all of their proceeds immediately, Dan discusses having a longer period over which value would be realised. That meant considering whether the business could continue generating sufficient profit over the years following the transaction.It required honest conversations about what the business might be worth, what could realistically be taken off the table initially, and what would happen if future performance didn't go according to plan.For founders considering how to sell a business, it's a useful reminder that the headline business valuation is only one part of the equation.Cash flow, profitability, financial modelling, deal structure and the ongoing ability of the company to perform can ultimately be just as important.What happens after the founder leaves?Dan describes the transaction itself as relatively smooth.The bigger surprise came afterwards.After years of being the founder and MD, Dan suddenly found himself returning to board meetings where he was no longer the person leading the conversation or making the final decision.Instead, he had become one voice around the table.Dan talks openly about learning when to contribute, when to step back and even when to bite his tongue as other people made decisions differently from the way he would have made them.There was also a more personal adjustment.The routines and responsibilities that had structured his working life for years suddenly changed. Meetings disappeared from the diary, his role within the organisation changed and he had to consider where he could make the greatest impact next.It provides an interesting perspective on an aspect of selling a company that can easily be overlooked: an exit isn't purely a financial event. For many business owners, it's also a major change in leadership, identity and purpose.Succession planning and founder dependencyPerhaps the biggest lesson came when the business had to operate without its founder.Dan had promoted internally ahead of the EOT and spent months preparing his successor for the MD role. But after Dan stepped back, some of the knowledge, processes and decision-making that had previously existed between them became much harder to replicate.As Dan explains, founders can believe they have everything covered within their team - but they don't really know until they leave the room.The conversation explores what happened next, including pressure on agency profitability, project margins and leadership capacity.Dan reflects on what he would do differently, including breaking down the founder/CEO role in much greater detail and identifying exactly who would take responsibility for each area.It's an important succession planning lesson.Processes and systems that appear obvious to a founder after years of experience may not actually be documented anywhere. Decisions may depend on intuition, experience and conversations that haven't yet been turned into repeatable processes.Removing founder dependency therefore requires more than appointing a successor.It means understanding everything the founder actually does, building the right management structure, documenting critical processes and ensuring the next generation of leadership has the information and support required to make good commercial and financial decisions.Dan also shares one of his biggest leadership lessons from the experience: being an excellent second-in-command doesn't automatically mean someone will be equally effective as the person ultimately responsible for the business.Life after selling your businessThe episode also explores Dan's post-exit career.Alongside his continued involvement with Be Wonderful, he now advises founders looking to scale their businesses, invests in startups and supports entrepreneurs and social enterprises through the Wonderful Foundation.Dan talks about the adjustment from concentrating almost entirely on one company to developing a portfolio career across different businesses and projects.It raises another important question for founders working on their business exit strategy:What are you actually exiting towards?Dan's experience suggests that good exit planning isn't only about achieving the right business valuation or completing the transaction.Founders also need to think about their personal goals, values, desired lifestyle and the role they want business to play in their lives afterwards.In this episode, we discuss:How Dan built and scaled Be WonderfulWhy agency businesses can become difficult to scale organicallyBuilding a financial model with a future business exit in mindHow shareholder structure can affect long-term business valueWhat an Employee Ownership Trust (EOT) is and how it worksEOTs versus a traditional trade sale, merger or M&A transactionBusiness valuation when selling through an EOTThe financial and tax considerations behind different exit strategiesCreating incentives for employees under an employee ownership modelProtecting company culture during a change of ownershipManaging profitability and margins after the founder steps awayMoving from founder and MD to board member and advisorThe emotional and practical realities of life after selling a businessWhy succession planning needs to start well before an exitThe risks of founder dependency in growing agenciesWhy critical processes and systems often remain inside the founder's headChoosing and preparing the next generation of leadershipWhy a strong second-in-command doesn't automatically make a strong first-in-commandBuilding a portfolio career after exitAligning your business exit strategy with your personal goals and valuesIf you're an agency owner, entrepreneur or founder thinking about selling your business, succession planning, an Employee Ownership Trust or simply how to build a more valuable business that can operate without you, this episode offers a practical and experience-led look at what business exit planning really involves.Because preparing a business for sale isn't just about getting the numbers right.It's about building a company that can continue to perform when you're no longer the person in the room.

As you may know, Gastech is currently underway in Bangkok, Thailand. To help us get a sense of the on-the-ground takeaways and sentiment, we had the pleasure of hosting our good friend Martin Houston. Martin is a longtime energy industry leader with decades of global experience. He currently serves as Chairman of Omega Oil and Gas, a Non-Executive Director of Energean, BUPA Arabia, CC Energy, and Singapore GasCo, and a Senior Advisor at Moelis & Company. Martin previously co-founded Tellurian, where he served as Executive Chairman until the company's sale in 2024, and spent 32 years at BG Group, serving as Chief Operating Officer and Executive Director. Mark Castiglione is also attending Gastech and joined us for today's session. We were thrilled to host Martin and hear his perspectives on the global natural gas and LNG outlook, Asia's growing energy needs, and beyond. In our conversation, Martin and Mark share key themes emerging from Gastech, including energy security, affordability, and reliability, Asia's role as the primary engine of global energy demand growth, and a more pragmatic approach to decarbonization. They discuss how Asian policymakers and industry leaders are focused on securing the affordable and reliable energy needed to support economic growth and rising power demand. We explore the global natural gas and LNG outlook, the growing importance of resilience and diversity of supply, the push to advance new U.S. FIDs, and the potential for continued demand growth in increasingly price-sensitive markets such as China. We examine the intersection of energy and geopolitics, including growing government intervention in energy markets, the possibility of Russian natural gas eventually returning to Europe, U.S. natural gas resource depth, and significant gas development opportunities in Australia and Indonesia. We discuss ASEAN grid connectivity and the region's increasing focus on energy diversification and cooperation, Iran and the Strait of Hormuz, European gas storage levels, and potential surprises for global energy markets. Martin highlights growing investment in infrastructure “workarounds” to the Strait that could reshape regional energy flows and expresses optimism that global natural gas demand and supply could ultimately surprise to the upside, despite continued geopolitical uncertainty and volatility. We greatly appreciate Martin for joining us during a very busy week in Bangkok. In our upfront discussion, Mike Bradley noted that the primary themes in our lead-ins over the past several weeks have been elevated U.S. interest rates, heightened volatility in global oil markets, and below-average European natural gas storage levels. This week, however, another risk entered the spotlight: the AI-driven market scare, which has contributed to increased volatility and negatively impacted U.S. equity markets. In fixed income, the 10-year Treasury yield pushed above 5% for the first time since 2007. Markets are focused on Wednesday's FOMC meeting, with a 25-basis-point rate increase broadly expected and investors watching Chairman Warsh's comments for signals on inflation and further hikes. In energy, WTI rose to ~$103–$104/bbl, partly reflecting damage to Saudi Arabia's ~5 MMBpd East-West pipeline system. U.S. retail diesel prices have climbed to ~$6.25/gal, fueling debate over potential export restrictions. European natural gas prices also rose to ~$28/MMBtu, up ~200% year-to-date, as concerns persist over rebuilding storage ahead of winter. Mike wrapped by highlighting growing AI-related concerns, which contributed to a ~500-point decline in the DJIA. Recent comments from Anthropic's CEO have raised questions in the minds of investors about the longer-term growth trajectory of the Mag 7 and the industrial, utility, and energy companies benefiting from the AI infrastructure build-out. We hope you all enjoy the discussion as much as we did. Thanks again to Martin for joining and our best to you all!

The team are taking a belated summer break this week, so instead of our usual show, we've unlocked a Patreon bonus episode with 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.Want to hear more bonus episodes? Support us on ⁠⁠www.patreon.com/OverTheTopUnderTheRadar⁠⁠ ⁠⁠⁠⁠⁠⁠⁠to listen to our back catalogue 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_

Jeannette talks to Mark “Fish” Fisher to uncover his extraordinary journey from a 16-year-old bear mascot at Alton Towers to the boardroom as Chief Development Officer for Merlin Entertainments. Mark opens up about taking a business to a £6 billion IPO, the harsh realities of navigating global crises like the COVID-19 pandemic, and the critical importance of staying fiercely authentic in rigid corporate environments. Packed with candid insights on surviving the scrutiny of public markets, managing a workforce across 24 countries, and making agonizing welfare decisions during severe economic disruptions, this conversation provides an essential roadmap for scaling a business while keeping your team grounded. You'll Learn Why: Staying authentic is a competitive advantage; corporate facades fall apart under the intense scrutiny of public markets and analysts. Building an in-house creative team drives product quality and innovation faster than relying solely on external agencies. Maintaining transparent communication and rapid decision-making across global teams protects your company culture during sudden economic stops. Transitioning from a hands-on executive to an advisory or board role requires checking your ego and trusting the talent you've nurtured. Whether you're a founder, CEO, small business owner, entrepreneur, startup leader or executive, these lessons will help you navigate massive scale and build a resilient organization.

In Episode 21 of Season 7 of Driven by Data: The Podcast, Kyle Winterbottom is joined by Michael Ross, Data Agitator & Non-Executive Director at Domestic & General and Policy Expert. They discuss why so many consumer and retail businesses fail to turn data into commercial value, because they run on averages and siloed metrics that hide where money is actually being won and lost.Drawing on a career spanning McKinsey, Figleaves, eCommera and DynamicAction, and years advising CEOs across the Abu Dhabi Investment Authority's portfolio, Michael makes the case for de-averaging: measuring distributions rather than averages, tracking failure modes rather than outcomes, and using driver trees to connect financial results back to the controllable inputs that leaders can actually change.They also discuss:Why Michael's "viewed availability" epiphany at Figleaves exposed a 93% in-stock figure that was really 70%.How siloed teams create a hidden "coordination tax" that quietly erodes commercial performance.Why nobody owning the end-to-end customer journey is still the single biggest issue in most businesses.What separates the CEOs who thrive in a data world: strategic vision paired with "30,000 feet and two inches" of detail.Why "that's where the money is" is the real reason CEOs must get into the commercial engine.How the finance function quietly failed to become the owner of integrated, decision-driving data.Why averages are the enemy of commercial performance, and what to measure instead.How de-averaging an LTV:CAC ratio of 12 revealed that 70% of spend was acquiring customers above their lifetime value.Why bidding on your own brand terms on Google is often just a "navigation tax."What "spill and spoil" are, and how the airline and hotel industries measure their two failure modes.How Premier Inn's headline 80% occupancy hid hotels that were either 60% or 100% full.Why measuring failure metrics drives a far higher-quality conversation than chasing an average upwards.What driver trees are, and how a 1920s DuPont technique connects outcomes to controllable inputs.Why Amazon deliberately spends little time on financial outcomes and focuses on controllable inputs.Why conversion rate is "the CEO's metric" and a recipe for disaster when handed two levels down.How dashboards full of averages and filters create the "illusion of insight" rather than action.Why the best dashboards are the ones that "create a compulsion to act."How de-averaging package utilisation turns one meaningless number into clear churn risks and upsell opportunities.Why data teams so rarely get to this work, and how the "build the foundations" mandate traps them.Why so many data transformations end with "nothing's changed" and an eighteen-month reset.Thanks to our sponsor, Data & AI Literacy Academy.Data & AI Literacy Academy is leading the way in transforming enterprise workforces with data literacy across the organisation, through a combination of change management and education. In today's data-centric world, being data literate is no longer a luxury, it's a necessity.If you want successful data product adoption, and to keep driving innovation within your business, you need to start with data & AI literacy first.At Data & AI Literacy Academy, they don't just teach data skills. They empower individuals and teams to think critically, analyse effectively, and make decisions confidently based on data. They're bridging the gap between business and data teams, so they can all work towards aligned outcomes.From those taking their first steps in data & AI literacy to seasoned experts looking to fine-tune their skills, our data experts provide tailored classes for every stage. But it's not just learning tracks that they offer. They embed a deep data culture shift through a transformative change management programme.They take a people-first approach, working closely with your executive team to win the hearts and minds. We know this will drive the company-wide impact that data teams want to achieve.Get in touch and find out how you can unlock the full potential of data in your organisation. Learn more at www.dl-academy.com/driven

Send us Fan MailCybersecurity is a top risk for organisations, yet many boards feel poorly informed. At the same time, executive teams feel they are reporting into a void. The reasons behind this ongoing disconnect bear close examination. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Dr Maya Bundt. Maya is a board Director and cyber risk expert based in Zurich. She serves as a Non-Executive Director on the boards of listed Swiss companies and is President of the Steering Committee for Switzerland's National Cyber Strategy. She also co-leads the International Cybersecurity Board Reporting Study and Framework, teaches cybersecurity, and serves on the boards of several universities.“It's a cold handshake.“For Maya, a warm handshake happens when cyber is on the board meeting agenda. The CISO (or other IT representative) comes to talk with the board. The board hears, understands, and can actively discuss the cyber issues and cyber risks. That's what warmth means.  Unfortunately, most often it's a cold handshake. When Maya's group interviewed 67 board members across three countries in 2025, only 31% believed they received the right information to assess risks and make informed decisions. The 2026 survey results are trending even lower, with only 23% comfortable with their data.  “Boards and management speak a different language.” To Maya, a big part of the problem is structural. There is no standard format for a good cyber report or for what board members should see. Without that infrastructure in place, directors feel uneasy.“There has to be someone on the board who knows a little bit more and can drive the discussion a little bit further than the basics.”Maya strongly believes that a best practice for boards is to have someone on the board who can lead cybersecurity discussions from an informed position. After all, boards are expected to be experts in other critical areas like finance, so why not cybersecurity as well? It's a real gap, and therefore a real opportunity for many firms to build a competitive advantage. Maya also recommends that organisations do regular training with their boards. Outside speakers and presentations are helpful. Crisis simulations can also help clarify roles, responsibilities, and responses needed, keeping board members current on governance procedures and realistic risk scenarios.“A good report starts with the risk and risk appetite.”Beyond training, the structure of the reports matters for boards. Maya feels a good report starts with risk levels and risk appetites. This should also be put in context of world events, the industry, and the firm's position. Budget, key regulations, operational frameworks, the present-day situation, and a forward outlook are also recommended for a good report.Between training and reports, boards should also work to build a strong relationship with their CISO or cyber risk team lead. A 10-minute presentation during a meeting is not enough time to build the trust and rapport needed to shepherd an organisation safely through cyber risk. Boards must make an effort to build a two-way, plain-language conversation grounded in trust to keep things aligned and ensure warm handshakes at meetings and during any crisis events.The three top takeaways from our conversation for effective boards are:1.      A warm handshake has two halves: governance and reporting. 2.     The problem is universal, and it is not about budget. 3.     Warming the handshake is a leadership task for the board, not something to delegate to the technology function.Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at info@better-boards.com.

In this Greatest Hits 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.Fan Mail: Got a challenge digitizing your intake? Share it with us, and we'll unpack solutions from our experience at Cytora.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, Inigo20 Years as CEO of Hiscox: Personal Reflections and the Evolution of PPL | Bronek MasojadaImplementing ESG in the Insurance and Underwriting Space | Simon Tighe, Chaucer, and Paul McCarney, Moody's

This week on Tapod, we catch up with Emi Beredugo, Senior Manager – Recruiting Enablement @Elastic, Non-Executive Director, Advisory Board Member, Speaker & Podcaster and most importantly a bloody fantastic person. We talk AI and specifically what's next for TA. Emi is very, very clear—we need to stop prompting and start building—but what should we be building? And more importantly, where the bloody hell do we start? Here's the road map. And if your leaders aren't your champions… start there… and start soon. Thanks to Paradox for partnering with us for this episode. 

Parmi Natesan – CEO, Institute of Directors in South Africa SAfm Market Update - Podcasts and live stream

Welcome to the latest On the Couch. In this episode I am catching up with Chris Burns,  the CEO and MD of Amplia Therapeutics (ATX).Chris is an experienced drug discovery leader having worked in various roles in pharma, biotech and academia for 25 years.   He has a Ph.D. from the University of Melbourne and is the inventor on over 30 patents and a co-author on over 60 scientific publications. He was co-recipient of the 2024 Prime Minister's Prize for Innovation and is a Fellow of the Australian Academy of Health and Medical Sciences, the Royal Society of Chemistry (UK) and the Royal Australian Chemical Institute.   Dr Burns was originally appointed as a Non-Executive Director on 4 May 2018 and was subsequently appointed as Chief Executive Officer and Managing Director on 5 December 2022.Amplia Therapeutics Limited (ATX) is an Australian, clinical-stage, drug development company focused on the development of two potent, orally-available inhibitors of Focal Adhesion Kinase (FAK) for the treatment of cancer and fibrotic diseases.​

Penny Hughes, one of the UK's most respected business leaders, shares her view on the qualities that make a successful leader—including courage, confidence, and resilience—and discusses how those qualities helped her navigate both wins and losses. Hosted on Acast. See acast.com/privacy for more information.

Getting into a new market is always a challenge. Especially so if it's a highly regulated one with safeguarding concerns such as gambling or gaming. SolutionsHub provides advice for smaller overseas gaming businesses who wish to get into the Irish market.Joining Joe was David Lyons the newly appointed Non-Executive Director of SolutionsHub.

Strategic Pay's latest Directors' Fees Survey shows the non-executive director pay gap has narrowed to just 0.5 percent. The findings highlight a significant narrowing of the gender pay gap across New Zealand boardrooms - with women earning 5.9 percent less than their male counterparts in 2025. Strategic Pay managing director Cathy Hendry says growth in the public sector has helped move this change. LISTEN ABOVESee omnystudio.com/listener for privacy information.

Strategic Pay's latest Directors' Fees Survey shows the non-executive director pay gap has narrowed to just 0.5 percent. The findings highlight a significant narrowing of the gender pay gap across New Zealand boardrooms - with women earning 5.9 percent less than their male counterparts in 2025. Strategic Pay managing director Cathy Hendry says growth in the public sector has helped move this change. LISTEN ABOVESee omnystudio.com/listener for privacy information.

Tetragon Energy has just listed on the ASX. It holds some highly prospective acreage off the Philippines coast. It aims to bring in a big multinational partner to help fund the exploration program, in the hope of making a major oil and gas discovery. Guest Bio Conrad Todd is Managing Director of Tetragon Energy (ASX: TET), a newly listed Southeast Asian-focused oil and gas explorer targeting large-scale gas discoveries offshore and onshore the Philippines. He brings more than 44 years' experience in oil and gas exploration and development, having held senior technical and management roles including Exploration and Development Manager for Cooper Energy in Australia and for Lundin in Malaysia, Chief Geophysicist and New Business Manager for LASMO in Indonesia, and Chief Geophysicist for Occidental in Oman. At Lundin, he led the subsurface team behind a complex mixed oil and gas field producing 20,000 barrels of oil per day, while at Cooper Energy he ran the geoscience department through a period in which the company's market capitalisation grew from $20 million to $200 million. Conrad was Managing Director of Triangle Energy (ASX: TEG) from 2022 to 2026, and led the spin-out of its Philippines assets to form Tetragon Energy. He has also worked in mergers and acquisitions and reserve auditing for RISC, co-founded Vizier Energy Consulting, and served as a Non-Executive Director of Pilot Energy. Produced by Resource Media The Hole Truth: Mining Investment Podcast is a product of Read Corporate. Please note that Read Corporate does not provide investment advice and investors should seek personalised advice before making any investment decisions. Links The Hole Truth LinkedIn: https://www.linkedin.com/showcase/the-hole-truth-podcast The Hole Truth YouTube: https://youtube.com/playlist?list=PLI4sZkSfEpPi_u7OrD7lQ-tZHbdy6EhCC The Hole Truth Website: https://resourcesrisingstars.com.au/the-hole-truth-podcast/ The Hole Truth Instagram: https://www.instagram.com/theholetruthpodcast/ Company Website: https://www.tetragonenergy.com.au/ Key Insights Tetragon's Sulu Sea permits sit inside a proven, underexplored Borneo-style petroleum province Tetragon holds a 37.5% operated interest in SC-80 and SC-81, two deepwater blocks in the southern Sulu Sea directly adjacent to Borneo, a basin that has already yielded billions of barrels of oil and hundreds of trillions of cubic feet of gas. The blocks already contain two undeveloped discoveries totalling roughly 470 billion cubic feet of gross 2C gas resources, drilled by ExxonMobil between 2008 and 2010 before Asian gas prices collapsed in 2014-15. With regional gas prices now roughly three times higher, Todd says the economics of these existing discoveries have changed substantially. The Halcon prospect anchors a potentially company-making exploration target The largest prospect on the permits, a basin floor fan named Halcon, carries a conservatively estimated most-likely recoverable resource of 2.7 trillion cubic feet of gas. Around 4,000 square kilometres of existing 3D seismic data is being reprocessed using modern techniques, a process expected to take about a year and materially sharpen the company's confidence in both the discovered gas and the exploration upside. Todd expects an updated, likely larger, resource estimate for Halcon within the next few months. A farm-out to a major, not drilling success, is the first re-rating catalyst Because the blocks sit in 1,500-2,500 metres of water, Tetragon cannot fund a well on its own and is instead targeting a farm-out to a major or supermajor such as Petronas, Eni or Shell. Todd points to comparable ASX-listed companies with 3D-seismic-defined exploration plays that have re-rated by up to ten times their market capitalisation simply on securing a partner prepared to fund drilling, well before any well is spudded. The onshore Cagayan Basin project offers a faster, lower-risk path to cash flow Tetragon's 100%-owned onshore permit, SC-82 on Luzon, 250km north of Manila, hosts the Nassiping-2 gas discovery, first drilled in 1984 and later flow-tested by another operator. With Manila's power grid short of gas and a high-voltage line just 700 metres from the well site, Tetragon plans to firm up the resource with seismic or airborne gravity and magnetics work and a single follow-up well costing about $8-9 million, then generate and sell electricity on site rather than build a 250km pipeline to Manila. First-pass economics put the value of this project at $90-150 million. A clean spin-out structure and a strong ASX debut give investors direct leverage to the Philippines story Tetragon was spun out of Triangle Energy (ASX:TEG) via an in-specie distribution, with Triangle shareholders holding half of the new company alongside $4 million raised in an IPO priced at 20 cents a share. The stock listed this week and closed its first day at 25 cents. Todd notes the Philippines government is actively courting international explorers, offering domestic gas producers LNG-equivalent pricing, a starkly different regulatory stance to Australia's east coast gas reservation debate.  

Marketing strategy, creative strategy, and bold advertising: Hattie Matthews explains how to build braver, more effective campaigns without the fear of risk. The Confidence Gap can be a silent killer in modern marketing.Caught between tight budgets, short-term pressures, and complex stakeholders, it's easy to default to safe, forgettable "digital beige."Hattie Matthews will share her framework for building a Confidence Engine - using an intentional mix of GenAI, rapid prototyping, and neuroscience to validate brave, emotionally driven work before committing media spend. The session will cover how to minimise risk, bypass algorithmic bias, and build the evidence to get bold creative signed off by senior leadership.Hattie co-founded Uncharted, a global creative agency built for the future, bringing together human creativity and technology to give brands the confidence to set out without fear.An experienced leader in marketing, growth, and innovation, she was formerly managing partner at Karmarama, growth lead at Accenture and Non-Executive Director to HealthTech Start-Up of the Year, eargym. She is an active supporter and former trustee of The White Ribbon Alliance, advocating for women's healthcare in developing countries. She is also an active member of WACL, helping drive gender equality in the marketing and communications industry.00:00 — Introduction03:22 — Why marketing feels so beige07:16 — Seeking out human emotion11:43 — Avoiding algorithmic bias14:20 — Rapid prototyping with AI17:31 — Pre-testing and derisking ideas20:53 — Navigating the boardroom28:28 — Q&A begins54:08 — Performance vs ideas debateIf you enjoyed this, please like and subscribe - it genuinely helps us reach more marketers like you.Join 35,000+ marketers getting our weekly newsletter (it's freeeeee): https://themarketingmeetup.comListen on Apple Podcasts: https://podcasts.apple.com/us/podcast/marketing-meetup-podcast/id1365546447Listen on Spotify: https://open.spotify.com/show/5QvmFdxg5pMwsfPkKjhXl9The Marketing Meetup thrives for many reasons, but one of the crucial reasons we're able to do what we do is because we have the support of some incredible individuals from some equally inspiring companies. Below is the list of our partners in crime: our amigos. All we have to say is a big, massive, thank you.Cambridge Marketing College + Frontify + Planable + Mailchimp + Wistia + Prismic + Canva

How do you successfully transition from leading global businesses to building a rewarding portfolio career in the boardroom? In this episode of the 20 Years of Women on Boards – Inspire | Influence | Impact podcast, Claire Braund OAM speaks with Toni Brendish FAICD about the experiences, decisions and leadership lessons that have shaped her journey from CEO to Chair and Non-Executive Director. Toni reflects on an adventurous childhood spent in remote Australia and Papua New Guinea, explaining how resilience, independence and adapting to change became the foundations of her leadership style. She also shares how an unexpected graduate role at Unilever launched a distinguished executive career spanning Australia, New Zealand, Asia and Europe with global organisations including Danone, Coca-Cola, Colgate-Palmolive and Kimberly-Clark. Now Chair of Fresh Produce Group and a Non-Executive Director of Cobram Estate Olives, Prolife Foods and Clover Corporation, Toni discusses the deliberate planning behind her transition into the boardroom, why purpose and values have always guided her career, and what executives should consider when preparing for their own portfolio careers. From building high-performing teams and leading business transformation to embracing new opportunities and preparing for a second career, this engaging conversation offers practical insights for aspiring and experienced directors. If you're thinking about your own board journey or curious about boards, Toni's story will leave you inspired to plan ahead, back yourself and lead with purpose. Visit www.womenonboards.net LinkedIn Facebook

Alexander S Hoare is an eleventh‑generation Partner at C. Hoare & Co., Britain's oldest privately owned bank, where he has played a central role in stewarding a multi‑century institution through modern financial, technological, and cultural change.A leading voice on values‑based leadership, Alexander is the author of Impact Banker, a reflective memoir that explores what it means to lead with purpose across generations. His work challenges conventional models of growth and profitability, arguing instead for stewardship, trust, and long‑term thinking as the true foundations of enduring organisations.Drawing on decades of experience at the heart of a historic family business, he speaks widely on topics including legacy leadership, purpose‑led governance, and the moral responsibilities of finance. His approach emphasises relationships over scale, culture over short‑term optimisation, and leadership as a custodial duty to future generations.Beyond the bank, Alexander is an advocate for impact investing and contributes to a range of social and civic initiatives. He serves as Chair of Trustees at Intermission Youth, is a Patron of Royal Trinity Hospice, and is a Non‑Executive Director at Tribe Impact Capital.Alexander S Hoare brings a rare perspective on how institutions can balance tradition with innovation—and how leaders can build organisations that endure. Hosted on Acast. See acast.com/privacy for more information.

Most of us think reinvention happens in a single, dramatic moment. Jacqui Bloom's story proves otherwise. Hers happened in the kitchen, in hospital corridors, in a car stuck in traffic when she finally admitted she couldn't keep doing what she was doing. Across thirty years and multiple businesses, one question kept finding her: how can I help? This conversation is about what happens when you stop waiting to be ready and start answering it. Jacqui Bloom started selling shoes at a Melbourne market at eight years old and was running her family's multi-million dollar fabric business by twenty-four. She has since built and lost businesses, walked through profound personal loss, and rebuilt herself into one of the most connected investors in the Australian startup ecosystem. Today she is Head of Investment at Backable and a Non-Executive Director at NASDAQ-listed Mobilicom. Key Highlights From the market stall to the boardroom. Jacqui's entrepreneurial instincts started at eight years old, selling shoes at her local market with her cousin. By twenty, she'd turned down a graduate role at a major bank to join her parents' fabric business instead. By twenty-four, she was running it. The cost of carrying it all. At twenty-four, Bloom Fabrics went into administration. Jacqui talks candidly about what that meant for her father, the responsibility she carried as a young leader, and the perfectionism it left behind, the belief that there was no room to get things wrong. When grief became the turning point. In the space of a few years, Jacqui lost her brother-in-law to cancer and watched her mother go through the same illness while she was having her own children. She talks openly about what it cost her to keep showing up, and how that experience became the seed of The Helping Hub. Rebuilding an identity from scratch. Jacqui speaks with rare honesty about her divorce, what it meant to lose a twenty-year relationship and the version of family life she'd planned for her children, and the piece of advice from a school psychologist that changed how she carried herself through it. Backing the next generation. From founding Shepreneur to building a fund inside Startupbootcamp to her current role at Backable, Jacqui has spent the back half of her career helping founders, particularly women, get access to capital. She shares an unflinching, sometimes provocative view on what is actually holding female founders back. Two Anchor Quotes "They decided that showing up was the credential." "I couldn't ask people, can you come and wash my underwear? And that's where the idea for The Helping Hub was born." What stays with me from this conversation is how many times Jacqui's life asked her to start again, and how many times she did. Not because it was easy, but because, as she told her own son during her divorce, we always have a choice in how we meet what happens to us. That's the thread running through every chapter of her story. I hope it gives you permission to find yours. Connect with Jacqui Bloom: LinkedIn  Connect with Backable: LinkedIn | Website  Connect with Kirsty Ghahramani (Gee):  LinkedIn |  Instagram | Website

Join Frieza as she sits down with Prem Gabbi to discuss his journey from growing up in Coventry to becoming a leader and Non-Executive Director. Prem reflects on the world he grew up in, the influence of his parents, and the experiences that shaped his understanding of opportunity, Through his work, he is passionate about creating better opportunities for the next generation, recognising many of his own experiences in the young people of today. This is a conversation about lived experience, aspiration, and the importance of ensuring future generations have the support and opportunities they need to thrive.

In this episode, we speak with Leroy Roberts about preventing supply chain failures through accountability, leadership under pressure, and the role of AI, clarity, and collaboration in resilient decision-making.Download the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠episode transcript⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠===== This week, we talked with Leroy Roberts about leadership under pressure, supply chain disruption, and preventing failure through clear accountability. We discussed psychological safety, the balance between firm control and burnout, the value of AI in risk management, and why future supply chains depend on collaboration, partnership, and better decision-making.  ===== Guest 1: : Leroy Roberts, British Army veteran, Non-Executive Director, and Executive Adviser,  Team-Worth SolutionsLeroy Roberts is a British Army veteran, Non-Executive Director, and Executive Adviser specialising in culture and conduct risk in high-pressure, regulated environments. He works with executive risk owners, including CEOs, CROs, COOs, CPOs, and CHROs, to strengthen decision-making, accountability, and truth-telling under pressure. Leroy helps organisations reduce culture and conduct risk signals within 90 days through practical, diagnostic-led interventions that restore operational grip and produce measurable, auditable improvement. Drawing on leadership experience from the British Army and the Jamaica Constabulary Force, alongside board-level governance experience, he brings a grounded perspective on how leadership behaviour under pressure either amplifies or contains organisational risk. He is the author of The Risk Owner's Reset and a contributing author to the international best-selling series Stand on the Shoulders of Giants.Host 1: Richard Howells, SAP   ⁠⁠⁠⁠⁠⁠⁠Richard Howells⁠⁠⁠⁠⁠⁠⁠ has been working in the Supply Chain Management and Manufacturing space for over 30 years. He is responsible for driving the thought leadership and awareness of SAP's ERP, Finance, and Supply Chain solutions and is an active writer, podcaster, and thought leader on the topics of supply chain, Industry 4.0, digitization, and sustainability.===== Show Links:Link to the book: amazon.com/dp/B0GMS2G361 The Culture and conduct scorecard: https://pro.speakerhub.com/speaker-feedback/?qr=e9a16245-4ab1-4c63-81e7-ce225d9e5372Supply Chain Management:  ⁠⁠⁠⁠⁠SAP Supply Chain Management⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠SAP Insights: Supply Chain⁠⁠⁠⁠⁠       Follow Us on Social Media : Richard Howells: ⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠, SAP Digital Supply Chain: ⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠    Please give us a like, share, and subscribe to stay up-to-date on future episodes!  ===== Chapters:00:00:00: Intro00:01:00: Guest's Introductions00:01:59: Staying in control during disruption without micromanaging00:04:07: Accountability gaps and early warning signs00:07:40: Building a safe environment for constructive challenge00:11:08: Using AI for risk management with human judgment00:13:26: Accountability without burnout in volatile conditions00:19:20: Leadership under pressure during COVID logistics00:22:56: ''The Risk Owners Reset'' book00:25:55: What is the Future of Supply Chain?00:27:12: Outro

"Highway To Heavenly" The Oxford indie-pop outfit Heavenly formed out of the ashes of another Oxford outfit, the beloved indiepop band Talulah Gosh. With the addition of singer/keyboardist Cathy Rogers, by the time the band's second album Le Jardin De Heavenly hit shelves, their low-fi jangle became augmented by lush and spellbinding harmonies. Throughout the '90s put out a handful of winning albums including Heavenly vs. Satan and The Decline And Fall of Heavenly but they called it a day in 1996 after the death of their drummer Matthew Fletcher. The core unit of Heavenly resumed under the moniker Marine Research and they put out one lone marvelous album and that was that for a while. Did the members of Heavenly stay busy in the interim? That would be a resounding yes but let's also add accomplished. These are the broadstrokes, but you'll get the idea: Singer Amelia Fletcher, who, by the way, has been in The Wedding Present and the Pooh Sticks and guested on tracks by the Candyskins and the 6ths, is a Professor of Competition Policy at the University of East Anglia and in addition to being a Non-Executive Director on the boards of the Financial Conduct Authority, Fletcher was appointed Officer of the Order of the British Empire and Commander of the Order of the British Empire for services to the economy. As for bassist Rob Pursey, who, by the way, is married to Fletcher, he's a screenwriter and he ran the Touchpaper TV production company. He now co-runs the awesome indie label Skep Wax with Fletcher. An educational neuroscientist, Cathy Rogers was the presenter of the British reality competition series Scrapheap Challenge (https://en.wikipedia.org/wiki/Scrapheap_Challenge) and Junkyard Wars, and she has worked as a producer for the BBC, ran an olive farm in Italy and worked as Creative Director for RDF Media. Meanwhile, guitarist Peter Monchiloff played in the Would Be Goods, Scarlet's Well (https://en.wikipedia.org/wiki/Scarlet%27s_Well), Les Clochards, and Hot Hooves and he was Commissioning Editor for Philosophy at Oxford University Press and is currently Associate Publication Consultant at Lex Academic. As for drummer Ian Button, the former member of The Thrashing Doves has been a university lecturer in music production, he worked with everyone from Robert Forster to Dot Allison, was a member of Death In Vegas and is an in-demand mixer and masterer. Again, this is an abbreviated list, but you can see the members of Heavenly have been busy. But somehow, between all that busy-ness and other bands like Tender Trap and Swansea Sound, Heavenly are back. Not sounding diminished by time, the band's first long player in 30 years Highway to Heavenly is a spry collection of janglepop that's effortlessly melodic and unreasonably catchy. It's lovely work that ranks among the years best. And this is a great chat with three members, then five members, then two members. And we pulled it off without any dropping of the baton--this is a great chat with the charming, gregarious and lovely personnel of Heavenly. www.heavenlyindie.bandcamp.com www.skepwax.com www.stereoembersmagazine.com (http://www.stereoembersmagazine.com) www.bombshellradio.com (http://www.bombshellradio.com) www.alexgreenbooks.com Stereo Embers: BLUESKY + THREADS + IG: @emberspodcast Email: editor@stereoembersmagazine.com

Send us Fan MailSelecting the Chair: Governance Lessons from the US and the UKChair succession is handled differently in the US and the UK. However, both approaches have merit, and there are key principles that matter regardless of geography. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Susan Skerritt. Susan is a Non-Executive Independent Director on the boards of Citibank Europe PLC, Tanger, Inc., and IG Group PLC. She previously served on the boards of Royal Bank of Canada US Group Holdings, Community Financial Systems, Inc., VEREIT, and Falcon Trade Group. Before her Board career, she had a successful 35-year financial career and served as the Chairman, CEO, and President of Deutsche Bank Trust Company in the US. “Procedural differences reflect genuinely different governance philosophies.“ To Susan, the differences between the US and UK approaches reflect the differing philosophies at play. The US model is rooted in the idea that Boards are best positioned to govern themselves. So, the Board Chair is almost always selected from existing Directors, with the process managed internally. The Chair and CEO roles are often combined, and there is a deep resistance to “governance by checklist” regulations. The UK model places greater weight on structural independence and investor accountability. The current code was built after corporate failures in the 80s and 90s and holds that self-governance without structural safeguards is insufficient. There are term limits, rules about external candidates, and separate CEO and Chair roles. It's not wholly prescriptive, but “comply or explain” dominates. “The strengths of one approach tend to illuminate the weaknesses of the other.” In the US, Susan sees that internal candidates, who already know the company, its strategy, culture, and management team, can reduce transition risk. This is valuable in fast-moving situations and reduces search costs. Plus, internal candidates have established relationships and a track record with management that foster trust and candour from the start. The downsides are insularity, cultures of deference, and a lack of external benchmarking. In the UK, those potential downsides are addressed. The formal process carries a mandate for independence from the new Chair and searches a wide talent pool for the best candidate to meet a carefully vetted list of needs. However, there's a risk the search becomes an expensive, time-consuming theatre. There's also transition risk if the new Chair can't fully integrate with the company culture. “Regardless of which governance tradition we're working within, there are three principles that matter.” To Susan, three principles matter most. First, Boards should know what they need and not reach for what they've always had. The most common failure in Chair succession is a default to continuity.  Second, process quality matters as much as outcome. Susan views this as the UK's greatest contribution to the global governance conversation. A well-designed search process is rigorous, transparent, and defensible. It surfaces assumptions, creates a record, and signals to shareholders that the Board is taking the decision seriously.  Third, succession planning is not an event. It's an ongoing discipline. Effective boards keep succession on the live agenda, actively managed and not derailed by unexpected departures.  The three top takeaways from our conversation are: 1.    Structure matters, but it isn't everything. The issue is always whether the Board is exercising genuine, independent judgment.2.   The US and UK models are converging and getting better for it. 3.   Chair succession is a government bellwether. 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.

Killi Resources (ASX: KLI) has just acquired an exceptional iron ore project in Western Australia. It will produce iron ore which is very different from anything else produced in Australia. Killi Resources has just acquired an exceptional iron ore project in Western Australia. It will produce iron ore which is very different from anything else produced in Australia. This product will be in hot demand among the new generation of low-emission steelmaking facilities around the world.   Guest Bio Hamish Halliday is a Non-Executive Director of Killi Resources Limited (ASX: KLI), a geologist with around 30 years of corporate and technical experience across the resources sector. He has been involved in the discovery and funding of multiple large-scale mineral projects across five continents. Halliday founded Adamus Resources, which he grew from a A$3 million float into a multi-million-ounce emerging gold producer, overseeing the discovery of the Southern Ashanti Gold Project in Ghana. He also co-founded a number of other successful junior mining companies, including Gryphon Minerals, Venture Minerals, Renaissance Minerals, Alicanto Minerals and Blackstone Minerals. At Killi, he is focused on advancing the Lodestone Iron Ore Project alongside the Richardson Street group and Chairman Nev Power, the former Fortescue Managing Director.   Produced by Resource Media The Hole Truth: Mining Investment Podcast is a product of Read Corporate.   Please note that Read Corporate does not provide investment advice and investors should seek personalised advice before making any investment decisions.   Links The Hole Truth LinkedIn: https://www.linkedin.com/showcase/the-hole-truth-podcast   The Hole Truth YouTube: https://youtube.com/playlist?list=PLI4sZkSfEpPi_u7OrD7lQ-tZHbdy6EhCC&si=iOcGscff7kMSw8c7   The Hole Truth Website: https://resourcesrisingstars.com.au/the-hole-truth-podcast/   The Hole Truth Instagram: https://www.instagram.com/theholetruthpodcast/   Company Website: https://www.killiresources.com.au/   Key Insights A Rare, High-Grade Magnetite Body Unlike Anything Else in Australia Killi's newly acquired Lodestone Iron Ore Project hosts a fully recrystallised, coarse-grained magnetite body that Halliday describes as a geological freak. Granites on either side have reworked the mineralisation so the silica–magnetite bonds break apart easily, with grains up to five millimetres across — roughly 100 times coarser than nearby banded iron formations such as Karara. It is more analogous to high-grade bodies seen in Canada, Sweden and South America than to typical Western Australian iron ore. Built for the Green-Steel, Electric Arc Furnace Market The project's key commercial point of difference is that its product can supply the new generation of low-emission steelmaking facilities, whereas most Western Australian iron ore cannot. Electric arc furnaces are where the industry's growth is concentrated, using gas as a reductant rather than coking coal and offering around 80% lower CO2 emissions. Only about 3% of seaborne iron ore is direct-reduction (DR) grade, creating a structural supply shortage that Killi aims to help fill — and Halliday points to Champion Iron spending around half a billion dollars to lift its product toward DR grade as evidence of the premiums on offer. Simple, Low-Cost Processing and Premium Product Because the ore is so coarse and breaks apart easily, Killi can produce a 68–69% Fe concentrate from a 250-micron grind — about ten times coarser than Karara — pointing to a simple processing circuit. The project delivers around 33–40% mass recovery, with concentrate grades targeted at 69–70% Fe at very low impurities. Halliday frames the investment case as clipping the margin at both ends: lower production costs and a higher price, which ultimately translates into stronger free cash flow. Standout Location with Existing Infrastructure Lodestone sits roughly 200 kilometres from the Port of Geraldton, which has spare capacity, with grid power, a sealed road and a rail line running straight to the port — Halliday notes you can stand on the discovery outcrop and see all of it. With no need to build anything beyond the mine gate, the capital required is far smaller than a typical magnetite development, opening the door to a modest, low-capital start-up to generate early cash flow. A Substantial Resource with Major Growth Upside Killi already has an inferred resource of 110 million tonnes, but that tests only about 20% of a magnetite system extending some 25 kilometres of strike. The company plans to start drilling within weeks and aims to quadruple the resource toward roughly half a billion tonnes over the next 12 to 18 months. Running metallurgy, engineering with Sedgman and offtake discussions in parallel, Killi is targeting a pre-feasibility study in the second half of next year and a final investment decision within two to two-and-a-half years. The acquisition is backed by an A$15 million placement, lifting cash to around A$18.5 million, and a heavyweight team including Chairman Nev Power and Steve Parsons' Richardson Street group.  

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/

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!

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.

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.

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.