Director Spotlight: Richard Taylor – Strategy, Geopolitics and Innovation in the Boardroom
Richard Taylor has carved out a unique leadership path that spans diplomacy, critical minerals, international affairs, and mining innovation. As a founder, Non-Executive Director, and geopolitical strategist, Richard brings a multidisciplinary approach to boardrooms that is both commercially rigorous and globally attuned.
We sat down with Richard to explore his philosophy, experiences, and insights into what makes great boards thrive.
“Boards should stress-test assumptions and motivate management around a bold vision.”
Your career has spanned diplomacy, mining leadership, and innovation. How would you describe your boardroom philosophy? Strategy is everything. My approach is about helping the organisation execute a killer strategy. That means testing assumptions, identifying overlooked risks and opportunities, and opening my network to the business. I aim to inspire both the board and management around the potential of what we’re trying to achieve.
On core values: “We want to guide a great company to achieve the impossible.”
What core values guide your decision-making as a NED? Economic value. It’s easy to get distracted by non-core activity, but at the end of the day, success lies in doing the fundamentals well and aiming high. When a company is truly great at what it does, it can become a force for good in the world.
“Mining is a governance leader – but it still struggles to embrace innovation.”
From founding SensOre and Premier1, what lessons have you learned about innovation and governance in mining? The mining sector is often underappreciated in governance, safety, and stakeholder relations. It leads the pack. But innovation? That’s another story. Despite a lot of talk, the sector tends to be slow and skeptical. Innovation isn’t second nature – it’s often killed at the first hurdle. Board members need to get into the field to understand issues properly. Key insights get lost in paperwork.
“We need to stay niche, stay smart, and avoid chasing mirages like EV manufacturing.”
Where do you see strategic opportunities for Australia in the global critical minerals race? Australia won’t be building the world’s batteries or EVs – we don’t have the network effects. But we do have world-class natural resources. The challenge is maintaining our edge in mineral processing, infrastructure, and regional de-bottlenecking. That means strategic investment in land, road, rail and ports. Stay smart. Stay niche. Focus on what we’re truly great at.
“ESG is about not introducing perverse incentives – the passion for community is already there.”
How do you approach ESG in the boardroom, especially in resource-heavy sectors? People in the sector care deeply about safety, community and environment. My role is to ensure that board decisions don’t unintentionally encourage the wrong behaviours. ESG should be foundational – once that’s in place, we focus on delivering competitive advantage and profit sustainably.
“I’ve seen more political risk in Australia than in Laos or Senegal.”
You’ve worked in some high-risk jurisdictions. What does effective stakeholder engagement look like? Political risk exists everywhere. Ironically, the only project I’ve had nationalised was in Australia. Emerging markets can offer faster approvals, higher returns, and less red tape – if you know how to navigate them. Success is about understanding the local context, listening, and not treating country risk as a deal-breaker.
“Startups are messy and fast – boards need to be flexible and right beside the founder.”
How does a board’s role differ in startups vs ASX-listed entities? It’s much more hands-on. In early-stage ventures, directors are helping shape the path, find capital, and solve day-to-day issues. However, the goal is to evolve beyond that and help the company achieve long-term, sustainable success.
“Passion, conviction – and a little luck – turned things around at Navarre.”
Can you share an example of turning around a board situation? Joining Navarre (now Aureka) during a rough patch was a turning point. We were able to reposition the company and return it to market successfully. It’s a testament to the power of persistence, belief in the assets, and yes, a favourable gold price always helps.
“It’s all about the people – diverse opinions and mutual respect make a great board.”
What makes a good board great? It’s about building the right team. Diverse experience, mutual respect, and the ability to challenge ideas in the spirit of achieving a shared vision. That’s the magic.
“Diplomatic training helps boards cut through geopolitical noise.”
How do you help boards navigate geopolitical risk? I draw on my international affairs background to provide access and insight. Whether it’s picking up the phone to a decision-maker or understanding how political shifts affect operations, it’s about synthesising complex dynamics into clear advice. Boards need to see risk in context, not isolation.
“The sector is ripe for digital disruption – if it can stop killing innovation.”
What excites you about digital transformation in mining and energy? The mining sector is not built to absorb tech. Large companies tend to resist innovation, pushing startups away. But that’s exactly why there’s opportunity. If we can embed the right culture and leadership, AI and data can transform how we operate and compete globally.
“Don’t suffer fools. Be bold. Be selective with where you spend your time.”
What advice would you give aspiring directors eyeing resources or fintech? Be bold and trust your instincts. Especially in tech, there are too many noise-makers and advice mills. Time is precious – only work with those who are building something real.
“Most M&A deals die from inflated risk perception – not actual red flags.”
How do you assess risk vs opportunity in M&A? Being corporately active has been central to growth in my experience. You need optimism and resilience. A lot of deals don’t happen because of overestimated risks and underestimated opportunity. Robust assumption-testing helps cut through that.
“I’m focused on global-facing roles at the intersection of resources, services, and tech.”
What kinds of roles are you looking for now? Technology, services and resources roles with an international edge. Boards that are ready to solve tough problems and operate on the global stage.
“I bring multi-disciplinary insights and global networks – that’s where I add value.”
What should board Chairs and search firms know about your value proposition? I offer a mix of legal, economic, and geopolitical insight, backed by global capital and commodity networks. I thrive on complex, high-stakes board challenges and bring solutions that connect the dots across markets, sectors and cultures.
Final Thoughts
Richard Taylor represents the kind of director who doesn’t just sit on a board – he rolls up his sleeves, connects strategy to execution, and adds depth to governance and innovation discussions. In sectors facing economic, environmental and political pressure, that breadth of thinking is a serious asset.
Connect with Richard Taylor on LinkedIn:
About Tiger Boards: Tiger Boards is Australia’s leading board search and advisory firm, specialising in identifying and appointing exceptional Chairpersons, Non-Executive Directors, Committee Members, Company Secretaries, and Advisory Board members. Led by CEO Kylie Hammond, Tiger Boards is committed to promoting diversity and inclusion in the boardroom, ensuring that organisations are equipped with top-tier talent aligned with their vision and values.
