Bringing in boardroom talent
Debbie Morrison • February 24, 2023

Do we have the right talent to fulfil our strategy?


It’s a question boards need to ask themselves to ensure that management walks the talk on performance, culture and values.


As businesses face the ongoing challenges brought about by inflation and a looming global recession, the importance of maintaining high performance, a strong culture and talent pipeline has become increasingly important for boards. In January last year, data from a PwC pulse survey found 48% of C-suite executives had identified talent acquisition and retention as
the biggest concern facing their organisations


Traditionally, the role of the board where talent is concerned was predominantly looking at succession planning, however, today we are seeing a shift where greater focus is applied to strategic talent acquisition to support business change, calling boards to ask questions such as;


  • If we implement transformative business changes, do we have access to the critical skills needed to drive them? 
  • What is the health of the leadership pipeline, not only in terms of succession plans for the leadership team but for other critical roles?


For boards that need new talent, the process of appointing the right person can be challenging. Many boards' difficulties arise from their inability to tap into new talent pools and dedicate sufficient time to narrowing their search down to available candidates. This is often due to a lack of diversity and breadth of experience in their network.


Human capital is incredibly strategic, and attracting, developing, retaining, and deploying the best talent is a real source of competitive advantage. For the board, that involves a delicate balancing act because executing this is the role of management but it is the board’s role to ensure governance. So how can boards attract and hire the best talent and ensure executives are supported in addressing current and future challenges?


Make sure you have a good understanding of the role you're recruiting for 


The recruitment of a new board member is a difficult task.


The fallout of getting it wrong can result in strategic splits, resignations, brand damage, factions, shareholder/stakeholder unrest, etc. However, if the organisation hires wisely, it can reap significant benefits.


Before the process of recruiting a new board member begins, it's essential to have clarity on the needs of the organisation and the capacity in which this new role will help meet those needs and add value. 

One way to understand the skill composition of your board, is to conduct a skills audit. Reviewing board members' skills can help highlight the needs of the company and how to best serve those needs by ensuring that the board is as well-rounded as possible. 


Comparing the skills matrix to the organisation’s strategic plan can assist in identifying where the organisation’s skills gaps are in relation to the organisation's strategic ambitions. This will help refine and focus your candidate selection criteria and subsequent candidate search.


It’s also important to think about how they will work with the business and add value. Specifically, what value do you expect the newly appointed individual to deliver to the board and the organisation? 


Questions to address should include:

  • What do we expect in terms of ROI form this appointment?
  • Are we reliant on this person bringing networks and related business opportunities?
  • How will they contribute to brand recognition through their reputation or contacts?
  • How will they contribute to improving the overall governance?
  • Do we expect them to bring industry experience, and if so, which industry?
  • How will we measure their success?


It’s also important to consider the structures they’ll need to succeed and how their work and expertise are best applied. 


Be clear about how much time your board wants to devote to finding a new member.


The board can play a powerful role in identifying suitable candidates and deciding which profiles are best suited for the role but with busy agendas and limited time to dedicate to the process, great people can easily slip through the cracks.

Statistically, most organisations recruit new Directors by using personal connections. But is it the best way to find the right board director? 



Boards often have limited reach with personal connections and friends or associates, this narrow talent pool inherently increases the risk of appointing individuals who are more inclined to tolerate a ‘group think’ mentality, thereby limiting the board’s effectiveness and representation of the stakeholders.


Investing in an experienced search partner will mitigate the risk of a search process and free up valuable time, enabling the board to focus on its responsibilities. 


Specialist executive search partners have access to broad networks and talent resources that you would ordinarily not have easy access to. In addition to conducting a rigorous selection process, specialist executive search partners can advise on the composition of the selection and interview panels that need to be established, providing guidelines tailored to the nature of the appointment.


Is your Employer's Value Proposition supporting your efforts


Experienced executives and board members understand that any appointment they take comes with some risk. Financial and legal risks aside, reputational damage can be devastating. For most executives and board members, reputation is everything. Taking on the wrong appointment can be detrimental to their board & executive careers. 


Boards seeking to attract new members must proactively alleviate any potential concerns that your organisation is a risk. It’s critical that the business embody and present its benefits; well-managed, supportive and progressive in making informed and robust governance decisions aligned to strong values and principles. 


During the selection and interview process, boards must be able to articulate the value of the role and the organisation and, if appointed, how candidates can have a genuine impact. 


Discuss the importance of diversity

The benefits of diversity are many. Diversity helps create a better working environment and inclusive culture, which in turn helps generate new ideas. A more innovative culture can help your business grow and thrive in an increasingly competitive market. According to McKinsey & Company, an analysis of companies in the S&P 500 to identify top performers in board diversity – defined as those with the highest percentage of women on their boards as of August 2016 – showed that women occupied at least 33% of board seats among the top 50 companies (up to nearly 60% for the highest percentage).

Some companies have already achieved this goal: Amazon's board has six women out of 14 members; Facebook's board has four women out of 11 members; and Alphabet (Google) has three out of eight directors who are female. 

Diversity is not just about gender but also ethnicity, culture, age and experience. 


Fresh ideas and perspectives can help drive performance at all levels.


When boards are searching for candidates, it's important to remember that not all people with different perspectives are created equal. You want people who have a proven track record of success and will be able to make meaningful contributions without disrupting the team or creating barriers.

Be open-minded about the skills required for success in your role; don't assume that someone needs years of experience before they can succeed on your board (or even at all).


With boardroom vacancies on the incraese, you need to make sure that your executive search agency has the right experience, knowledge and resources to deliver quality candidates.


A good executive search agency will have the experience and networks to help you select the best candidate for your boardroom. They'll know how to find professionals with the right skills, who are a cultural fit for your organisation, as well as be able to identify potential candidates that may not be on your radar but could be suitable for other roles in the business.


ELR Executive has over 20 years of experience finding exceptional leadership talent across the FMCG and Food and Beverage Industries. Contact us today.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.