With over 40 years in corporate law, Peter Keel is a trusted name in Australian governance circles. From senior roles at Clayton Utz to founding Governance Advisory Pty Ltd, Peter has helped shape board performance, resolve complex disputes, and guide businesses through crisis, growth, and transformation.
We sat down with Peter to explore what drives him, how the boardroom is evolving, and why good governance is more than a checkbox – it’s a moral imperative.
“At the heart of most commercial disputes is a failure of governance.”
Peter, what first drew you to governance and law, and how has your perspective evolved? I’ve always been passionate about fairness, and law was a logical extension of that. Over my career, I’ve seen time and time again that many commercial disputes are rooted in poor governance. Having served as Chair, Director, and legal advisor, I now see the board as the ‘brain’ of the business – responsible for guiding, planning and responding in the right way. We need boards that act ethically, ask the hard questions, and serve with integrity.
“A Chair must engage, communicate and lead – not just preside.”
What defines an effective Chair in your view? A Chair must be a communicator and a leader. Yes, intelligence and strategic thinking are important, but without the ability to engage, a board can drift. The Chair sets the tone – ensures meetings are structured, strategic, and meaningful. The right Chair empowers directors, aligns the group, and helps the board stay focused on governance, not micromanagement.
“Mediation skills translate directly to governance – it’s about cutting through the noise.”
How does your experience as a mediator influence your board approach? Mediation sharpens your ability to listen, analyse facts, and find win-win outcomes. That’s a valuable skillset in the boardroom. I love sorting fact from noise and guiding discussions to resolution. Good governance requires that same calm, measured thinking.
“We’ve created Governance Advisory to offer independent expertise – not conflict-laden advice.”
Why did you start Governance Advisory Pty Ltd, and what gap are you filling? Governance failures are everywhere, and many big firms claim to fix them – but their advice is often conflicted. We built Governance Advisory to be truly independent, with real board experience. We bring legal, risk, financial, and reputational expertise under one roof, without the red tape. Our goal is practical: help boards operate like a well-oiled machine, not just write reports no one reads.
“Too many boards still ignore digital risk – AI, cyber and fraud need to be front and centre.”
What are the biggest blind spots you see in Australian boardrooms right now? Digital risk. Boards are still failing to address cyber, phishing, fraud and AI-related risks. These are not futuristic issues – they’re here now. If it’s not on your risk register, you’re behind. We also need more directors pushing back when things feel off – complacency is a real threat.
“The rules of governance are universal, but the nuances are sector-specific.”
You’ve worked across corporates, not-for-profits, stat authorities and cultural institutions. How do you adjust your governance lens? The principles remain – fairness, ethics, diligence. But each sector has its own legislative imperatives. Health, government, financial services, NFPs – they all have unique compliance environments. That’s why governance advice must be tailored, not cookie-cutter.
“Reputational damage is a slow burn – once tainted, recovery is hard and expensive.”
How should boards handle reputation and defamation risk? Plan ahead. Establish a crisis group. Don’t improvise in a crisis. I’ve seen boards get themselves into more trouble by trying to control the narrative. One client issued a poorly researched press release – it backfired. The board must own risk, communicate clearly, and seek the right expertise fast.
“Boards can lead on diversity without compromising skill – it’s not about tokenism.”
How can boards take real action on diversity, beyond gender? By searching more broadly. When you widen the pool, you naturally get diversity of thought, background and experience – without sacrificing expertise. The best boards are diverse in mindset and life experience, not just metrics.
“Boards have to evolve – too many directors are disengaged or frustrated.”
Are we doing enough to prepare the next generation of directors? There are mentoring programs and courses – but is it enough? Probably not. I hear too many directors say things like “that meeting was a waste of time” or “this isn’t what I signed up for.” That tells me we need to rethink how we onboard, develop and retain engaged directors.
“Persistence, patience – and Star Trek. That’s how I stay grounded.”
How do you personally stay energised and balanced? Skiing, tennis, blockbuster movies, and Star Trek. A good novel helps too. When you work in high-pressure legal and governance environments, you need outlets to recharge and stay creative.
Final Thoughts
Peter Keel brings calm, conviction, and clarity to the boardroom. Whether navigating a Royal Commission, chairing a board, or resolving a sensitive dispute, his track record is grounded in fairness and strategic oversight. In a time of growing risk and reputational scrutiny, his expertise is a critical asset to any board.
Connect with Peter Keel on LinkedIn:
🔗 Peter Keel – Principal, Governance Advisory Pty Ltd
About Tiger Boards: Tiger Boards is Australia’s leading board search and governance advisory firm, helping clients appoint world-class Chairs, Non-Executive Directors, and Advisory Board Members. Founded by Kylie Hammond, Tiger Boards is the go-to destination for ethical, effective board talent and director development.
