Are you considering your first non-executive director (NED) or Trustee role in Wales? Whether you’re early in your career, mid-transition, exploring a portfolio pathway, or considering taking up a role later in life post retirement, stepping into a NED position can be a compelling way to have impact on some of the most significant challenges of our time, contribute to your community, and develop your leadership skills.

On Wednesday 25th June, Rosemary Baylis-West in our Central Government team was joined by Welsh Government Lead NED, Carys Williams, Mid Wales Sport Partnership’s Chair, Sherrie Woolf, and over 100 people from across Wales who were seeking practical advice and actionable tips as aspiring board members.

Read the Welsh version of this article:
Dod yn Gyfarwyddwr Anweithredol (NED) am y tro cyntaf yng Nghymru: mewnwelediadau, cyngor a chyfleoedd)

👇 View the full webinar below 

Why consider a Non-Executive role in Wales?

Non-executive roles offer a unique opportunity to:

• Influence and impact on public and third-sector organisations
• Apply your lived and professional experience to strategic decision-making
• Experience team working in a different way
• Give you high level skills for the future
• Contribute to the future of Wales

As Carys shared;

“Being a NED is one of the best apprenticeships to leadership you can ever get—and sometimes you even get paid to do it.”

Sherrie noted her journey to her current Chair role:

“I was adopted by Welsh parents when I was two and as soon as I was old enough I left and went off to the city, building my finance career in London, America and Holland. I missed Wales and came home with a renewed sense of pride in Wales and what Wales has to offer.

Carys reflected on some of the key aspects of these Board roles:

“You’re not there to tell anybody what to do. You’re not there to do the doing. You’re there to be a guide. You’re there to encourage. You’re there to consult and be consulted and you’re there to warn people about potential pitfalls and problems. It’s about overseeing what others have done, seeking assurance and reassure about what’s going on in that organisation.
As a NED you are constantly focused on what is the right thing to do for the people of Wales. What are the right things to do for the people the board is serving? What is the right thing to make this organisation sustainable?”

Sherrie reflected on routes to getting these roles and the resilience required in the face of knock backs:

“Welsh Government runs a course called Equal Power Equal Voice aimed at women, people with disabilities and people from minority ethnicities. I did that course. It was really difficult doing the volume of applications, the intensity that goes into each application and then hearing nothing back.
You do need a bit of a thick skin. And just know that it is competitive.”

Five key takeaways from the webinar:

1. Consider your starting point

• Many boards want to appoint first time non-executives so begin your journey confidently.
• Consider trustee roles, school governorships, or advisory boards as first steps.
• NHS boards and charity boards often provide excellent training in governance and risk.

2. Craft a strong application

Always ask for a context conversation if a head-hunter like GatenbySanderson is handling the appointment. You will get useful material to weave into your application.

• CV:
  • Keep it to two pages in size 11 minimum and an easy to read font like Arial or Times New Roman
  • Consider including a profile paragraph: 3-4 sentences summarising your career, your leadership style, why are motivated to seek a NED role, and why Wales. You could also address timing – why now.
  • Then ensure you include your full career history with dates and explaining any gaps.
  • Make sure you indicate the size and scope of the organisations you have worked within: turnover, headcount, is it a regional /national / international organisation?
  • 2-3 bullet points of achievements for each role, particularly drawing out transferable Board skills – strategy, being part of a successful team, governance / projects / risk experience and any specialist skills like finance, audit, HR, tech.
  • Include a couple of referees if comfortable – could be a peer, doesn’t need to be a line manager.
• Statement:
  • Tailor it to each role. Strong opening paragraphs addressing why this role and your sense of the challenges and opportunities for the organisation; also why now – why can you take on this type of role at this stage (e.g. your employer is giving you some time to do it; you are working part time; you are retired; you are combining voluntary work with other things in life.
  • We recommend four paragraphs bringing to life the transferable skills from your exec career – fleshing out in fuller detail what you said on your CV and backing up with examples: e.g. you have governance experience because you have led a project – describe the risks mitigated and the opportunities realised.
  • Consider reflecting on the points of transition for you and how you will navigate these – where will you go for mentoring and support?
  • Consider reflecting on who you are as a personality – what are you known for that could be helpful on this Board?

Seek review of your documentation. Rosemary at GatenbySanderson is happy to offer one-to-one sessions to take a first look, contact Rosemary: rosemary.baylis-west@gatenbysanderson.com

3. Approaching interviews with confidence

• Share your story, including lived experience, if comfortable.
• Highlight the diversity of experiences you have had – perhaps career transitions successfully navigated, redundancy successfully navigated or returning to work after illness or caring responsibilities.
• Make sure you back up your assertions with concrete examples, bringing these to life with facts and figures – eg. I was part of a team of 12 that successfully overcame the following risks where we working together on a large project from design to final delivery.. My value add in the team was…
• Use interviews to assess board culture and whether it’s the right fit for you.
• Discuss the interview with the headhunter in advance if a search firm is involved – sometimes bad experiences in the past need to be moved on from, and a third party can help you begin to do this and approach the interview with confidence.

4. Diversity is valued

• Boards are actively seeking diverse voices, across age, ethnicity, gender, LGBTQ+, disability, neurodiversity, and professional background.
• Don’t be discouraged if you don’t have prior board experience. Passion, purpose, and perspective matter.

5. Use available resources

• Explore platforms like Boards Wales and Reach Volunteering.
• Consider programmes like Boardroom Apprentice or Equal Power Equal Voice.
• Connect with head-hunters and mentors on LinkedIn.

Final thoughts

As Sherrie put it;

“Be proud of your work experience and your lived experience. Try and get across how that applies to the role. Make it easy for the reader to get a sense of who you are.”

Whether you’re a finance professional, a digital expert, a community leader, or someone with a passion for public service, there’s a board seat waiting for your voice.

Ready to take the next step in your non-executive journey?

Whether you’re just starting out or refining your board-level ambitions, expert guidance can make all the difference. Connect with GatenbySanderson for tailored support in navigating public appointments and non-executive opportunities across Wales.

For personalised mentoring, CV and statement reviews, or strategic advice on your next application, reach out directly to Rosemary Baylis-West: rosemary.baylis-west@gatenbysanderson.com

Let Rosemary and the GatenbySanderson team help you unlock your potential and secure your first (or next) non-executive role.

View the full webinar: