Moving from the executive suite into the boardroom is not a promotion. It is a reinvention.
There is a growing cohort of senior executives who reach the top of their executive careers and begin to ask a different question.
Not “what’s next?”
But “how do I want to work, contribute and lead from here?”
For many, the answer is a board portfolio. And this is where expectations often collide with reality.
The transition from executive director to non-executive director is one of the most misunderstood career moves in Australian business. It is not linear. It is not fast. And it does not happen by accident.
“A board portfolio is not something you step into. It is something you deliberately build.”
A real-world Board Portfolio case study
Over the past 12 months, I worked with a highly accomplished senior executive who had reached the top of his game in a large international organisation.
He had spent a decade inside the same business, predominantly in senior supply chain leadership roles. He was well regarded internally, highly capable, and commercially astute.
But like many long-tenured executives, he had a gap. Limited external business networks.
He recognised this early and engaged me to help fast-track the foundations required to transition into board work.
From the outset, he made a clear and disciplined decision. He would give himself 12 months to make the transition properly. No rushing. No hedging. No drifting back into another executive role, even though offers were coming in at $300,000 plus.
That decision was pivotal.
Repositioning from executive to director
The first phase was personal brand repositioning.
This is where many executives stumble. Boardrooms do not appoint executives. They appoint directors.
We rebuilt his positioning from the ground up:
- A board-specific resume
- Targeted cover letters
- A refined LinkedIn profile
- A private website positioning him as a non-executive director and advisor
The objective was simple. Signal clearly to the market that he was no longer seeking executive roles, but was intentionally transitioning into governance and advisory work.
“If the market still sees you as an executive, it will continue to offer you executive roles.”
Starting with the right first roles
Early board roles are rarely the biggest or the best paid. And that is exactly how it should be.
We deliberately targeted:
- A quality not-for-profit board
- Smaller advisory board appointments
These roles served a purpose. They provided governance credibility, real board experience, and visible signals to his network that the transition was real.
This is how board portfolios are built. Layer by layer.
The role of timing and trusted introductions
Midway through the year, a critical opportunity emerged.
Through my own network, a paid board role became available that required deep supply chain expertise. The fit was exact.
I introduced him to the Chair. The Chair introduced him to the owner and founder. A small number of focused conversations followed.
Within weeks, he was appointed to his first serious commercial board role.
Not through cold outreach. Not through applications. Through trusted introduction at the right time.
“Board appointments are often decided long before they are ever advertised.”
Momentum builds credibility
That appointment changed everything.
It added weight to his portfolio, validated his transition, and accelerated further opportunities. Today, he holds three to four quality appointments and is actively curating the next phase of his portfolio.
Over time, some smaller roles will be retired. Larger and more complex roles will replace them. Income will rise. Portfolio balance will improve.
This is how sustainable board careers evolve.
The full transition took around 12 months to establish and a further six to 12 months to gain real momentum.
The mindset shift executives underestimate
Perhaps the hardest part of the transition was psychological.
Saying no to prestigious executive roles. Embracing visibility. Becoming comfortable with self-promotion. Sharing thought leadership. Speaking at events. Showing up consistently.
This individual found that uncomfortable. Most executives do.
But board careers are built in ecosystems, not organisations. Visibility matters.
Australian business media regularly notes that portfolio careers require patience, financial planning, and a willingness to invest time before returns materialise. Those who underestimate this often abandon the transition too early.
“The executives who succeed in board careers are those prepared to play the long game.”
What this case study reinforces
This transition worked because it was:
- Strategic
- Time-bound
- Well-capitalised
- Supported by deliberate networking
- Anchored by clear positioning
It also worked because the individual was prepared to stick to his guns.
Board portfolios are not built on hope. They are built on clarity, discipline, and consistent effort.
Final thoughts
If you are considering a transition from executive to non-executive director, be realistic.
Allow at least 12 months. Build your brand. Strengthen your network. Secure early wins. Resist the temptation to retreat.
And seek professional support if needed. The right guidance can dramatically compress timeframes and avoid costly missteps.
For executives serious about building a sustainable board portfolio, you can learn more about my Board Portfolio® Platinum services here: https://tigerboards.com.au/board-portfolio-platinum/
Over to you
Have you considered transitioning from executive leadership into a board portfolio?
What excites you about it. And what concerns you most.
Share your thoughts in the comments. This is a conversation many executives are quietly having.
