Securing a board seat is a common ambition for corporate affairs (CA) leaders, but what are the practical steps to get there? And how do you balance board responsibilities with a full-time role? As a full-time CA leader and member of no less than four Sydney-based boards, Matt Crocker has more insight to offer than most.
In the first interview in our new series, Katrina Andrews, Managing Partner at Andrews Partnership, sat down with Matt to discuss his insights and advice on routes to the boardroom.
Matt believes CA leaders are equipped with valuable skills that will help them succeed in board roles. “A lot of corporate affairs deals with human relationships,” he says. “You’re dealing with areas of grey, you’re looking for abilities to compromise and solve problems while staying aligned with strategic goals. All of those skills are really relevant in a board conversation.”
He also emphasises the importance of adjusting how you apply your CA experience in a board context, where the focus shifts from execution to oversight. Rather than “rolling up your sleeves and doing things,” board roles are about setting direction, ensuring accountability and contributing to long-term strategy. Matt’s background in government helped prepare him for this distinction. As Director of Policy, he was often engaged in high-level conversations about goals, risks and outcomes, rather than day-to-day implementation. “Make sure you frame your skills through the lens of governance,” he says. It’s not about stepping into the shoes of management, but guiding the organisation by contributing to strategic conversations and supporting management in achieving objectives.”
Over the last five years, boards have become more deliberate in seeking a diversity of skills, experience and opinion, says Matt, and many aspects of contemporary CA leaders’ roles are sought after when it comes to board appointments. Boards are dedicating a significant amount of time to issues including trust and reputation, raising their organisation’s profile, managing relationships with funders, crisis communications and policy and regulatory risk; all areas where CA professionals can make a valuable contribution. Experience in government relations is often sought-after, as is knowledge of cybersecurity and AI issues, which Matt describes as a current conversation in many boardrooms.
Board roles also go well beyond the traditional CA remit, requiring involvement in governance issues from HR to legal to health and safety and accounts – all areas where CA leaders should gain experience and look for ways to add meaningful value. “The more you can evidence and demonstrate a broad range of skills, the more appealing you will be as a candidate,” he says. “And I think the more effective it makes you in the day job too.”
- The Andrews Partnership view: Why board roles matter more than ever for CA leaders
- Landing your first board role: A practical guide for CA leaders
Positioning yourself for board appointments
For Matt Crocker, the journey to board roles started with a desire to give back and maintain a connection to public purpose as he transitioned out of politics. Having served as Head of Policy in the Premier’s Office in New South Wales for ten years, seeking a board role became what he describes as “an active part of my consideration as I constructed a new career and went through that portfolio change.” His first board appointment, in 2020, was with the Sydney Institute of Marine Science (SIMS), which was looking for a director with government and policy expertise. Familiar with the organisation from his government work – and a longtime advocate – Matt was introduced through a mutual connection. He encourages others to be proactive: “Make sure that you have the conversation with others who have networks or connections, so they know that you’re interested. It’s amazing how much of this comes from a personal connection or a referral.”Finding the right fit
When evaluating potential board roles, Matt recommends choosing organisations whose purpose and leadership align with your values. “Make sure that you’re comfortable and supportive of both the organisation, its direction and the people involved,” he says. He currently serves on the boards of SIMS, Committee for Sydney, the Biennale of Sydney and United Way Australia, all chosen because he feels a personal passion for the work and mission. Beyond your immediate personal network, Matt also recommends building informal networks with organisations you’re interested in or passionate about. This could be through offering pro bono work or contributing to sub-boards or fundraising committees – each a potential step toward a board seat.Building relevant experience
A first board position can open the door to others as your credibility and experience are established, but gaining board experience in your current role can also be a big benefit. “The more that you can do to give yourself exposure to a board context, the better off you’ll be,” says Matt. “Some organisations offer board observer programs which not only give you good experience and an understanding of what the role entails, but also signal your willingness to take on those roles.” From a practical perspective, being clear on your legal obligations and responsibilities as a board member is also important, and courses such as those offered by the Australian Institute of Company Directors can help.Board attractiveness: The CA advantage and government experience
Matt believes CA leaders are equipped with valuable skills that will help them succeed in board roles. “A lot of corporate affairs deals with human relationships,” he says. “You’re dealing with areas of grey, you’re looking for abilities to compromise and solve problems while staying aligned with strategic goals. All of those skills are really relevant in a board conversation.”
He also emphasises the importance of adjusting how you apply your CA experience in a board context, where the focus shifts from execution to oversight. Rather than “rolling up your sleeves and doing things,” board roles are about setting direction, ensuring accountability and contributing to long-term strategy. Matt’s background in government helped prepare him for this distinction. As Director of Policy, he was often engaged in high-level conversations about goals, risks and outcomes, rather than day-to-day implementation. “Make sure you frame your skills through the lens of governance,” he says. It’s not about stepping into the shoes of management, but guiding the organisation by contributing to strategic conversations and supporting management in achieving objectives.”
Over the last five years, boards have become more deliberate in seeking a diversity of skills, experience and opinion, says Matt, and many aspects of contemporary CA leaders’ roles are sought after when it comes to board appointments. Boards are dedicating a significant amount of time to issues including trust and reputation, raising their organisation’s profile, managing relationships with funders, crisis communications and policy and regulatory risk; all areas where CA professionals can make a valuable contribution. Experience in government relations is often sought-after, as is knowledge of cybersecurity and AI issues, which Matt describes as a current conversation in many boardrooms.
Board roles also go well beyond the traditional CA remit, requiring involvement in governance issues from HR to legal to health and safety and accounts – all areas where CA leaders should gain experience and look for ways to add meaningful value. “The more you can evidence and demonstrate a broad range of skills, the more appealing you will be as a candidate,” he says. “And I think the more effective it makes you in the day job too.”
