The Better Boards Podcast Series

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Company Secretary is an increasingly competitive profession. It takes a unique blend of skills and experiences to secure a senior position. Those interested will appreciate knowing what abilities to prioritise throughout a career and how to approach balancing behavioural, technical, and influencing skills. 
In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Glenn Oborne and Connor Simms, who are both Directors of Ingen Partners. They specialise in recruitment and consultancy for Company Secretaries, with over 20 years’ experience working with individuals at all levels. They understand in-house settings, including most kinds of listed, FCA-regulated and private limited businesses, and stay current on industry trends. They see their roles primarily as career advisers to professionals in this space, recently conducting a “career clinic” initiative to assist individuals in identifying their long-term career aims and mapping out a route to achieve them.
“There are no two roles in governance that are the same.“
As recruiters, Connor and Glenn know everyone wants that top job, but there is no one fixed path to it due to the variations and nuances within each business. Great Company Secretaries become sensitive to how each organisation adopts and interprets governance. There’s no individual who is 10 out of 10 in every area of operations and governance, yet those who understand how their strengths and limitations align with the needs and constraints of the business will go far.
“The big thing that differentiates those who achieve that top role is their ability to influence.” 
At a base level, Company Secretaries need foundational technical skills, a good work ethic, and exceptional adaptability. However, as they rise through the ranks, savvy individuals recognise the value in cultivating relationships, working on emotional intelligence, and gaining exposure to different situations and group dynamics. The role evolves beyond pure technical savvy and into softer skills.
There’s no fixed textbook way to do it, but building breadth of experience and gaining opportunities to build trust, influence, and guide business stakeholders will elevate certain candidates over others. Showing an ability to delegate, build networks, and make an impact is also key.
“The best company secretaries out there are chameleons.”
Each board and business operates differently. Company Secretaries must wear many hats when dealing with diverse stakeholders and departments, each with distinct expectations and needs. Their role is to act as translators and navigators between key stakeholders.
The best Company Secretaries learn from every engagement and use that experience to expand their toolkit. Technical expertise is secondary to openness, adaptability, and the ability to integrate learning into stronger performance. Tools like AI can increase efficiency and help manage volume, but the true differentiator remains human judgment, tactful discretion, and confidence in navigating complexity and the unknown.
The three top takeaways:
1.    It’s not what you know, it’s who you know and who you can be in front of through your network. 
2.   Invest in the next generation of talent by being a sponsor or mentor.
3.   Pu

Come Join The Better Boards Community
We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at [email protected].

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Theory is one thing, but how can boards effectively implement cyber governance and broader technology oversight in practice? 
In this podcast, Dr Sabine Dembkowski, is joined by Susanne Alfs. Susanne is a Non-Executive Director and Senior Technology Executive specialising in cyber governance and board-level technology oversight. Bringing both the NED lens and her executive leadership experience, Susanne helps boards translate complex cyber and technology risks into business trade-offs and investment decisions. Previously, she chaired the Group Board Technology Committee of a bank, strengthening oversight of cyber resilience and technology risk. Now, as the founder of Cyber4Directors, Susanne advises boards and senior leadership teams on strengthening cyber resilience, improving board reporting, and shaping effective technology and business dialogue. 
“I find in too many boards, there is an unspoken hesitation. Some directors worry they are not technology savvy enough to challenge the technology team, and that hesitation can quietly shift the dynamic in the boardroom.“
Susanne realises boards are very human. Members hesitate to ask certain questions or push conversations because they worry about their technical knowledge, which compromises meaningful business impact and risk discussions. 
What helps? Susanne recommends that boards approach technology with the same rigor as finance or strategy discussions. Don’t let insecurities block conversations or let the tech group overwhelm the board with acronyms. Keep the focus on business impacts and risk assessment to steer discussions and shape priorities.
“The first point is to work as a team.”
Technology oversight and governance must be a team effort. Just as finance audits aren’t left to one person, boards shouldn’t delegate cyber or technology responsibility to a single individual.
In practice, this can mean sharing questions with technology teams ahead of meetings, explaining or banning acronyms, and encouraging IT teams to collaborate more closely with business leaders to support meaningful board discussions.
Susanne emphasises that effective teamwork depends on clear communication and a shared language, rooted in cyber governance or project delivery terms. She also recommends using corporate secretaries as gatekeepers for board packs, ensuring technical material is simplified for effective discussion.
“No board should ask for the cyber security team or the technology team to keep them safe, or the organisation safe, because no one is safe and you can't avoid incidents.”
When Susanne hears a board asking for total safety, she recognises that this simple language communicates unrealistic expectations. 
She also recommends breaking down technology projects into shorter sprints. This sprint approach helps the board avoid preventable deviations and reduces the overwhelm of technology project management. 
The three top takeaways:
1.    Work as a team. No board should have just one person focused in this area. 
2.   Establish a common language, from cyber governance language or project execution frameworks, so that the board and executives can communicate clearly in a shared language.
3.   Get external assurance if you are not comfortable with the practices

Come Join The Better Boards Community
We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at [email protected].

Send us a text

Come Join The Better Boards Community
We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at [email protected].

Send us a text
Family businesses represent a significant majority of the European, Asian and US landscape. Yet so much that we focus on in business, governance, and search is designed for corporates.
In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Andreas von Specht. Andreas von Specht is a family shareholder and NED of Berenberg Bank, Europe’s second-oldest private bank, and shareholder of Bergos Bank in Zurich. He founded AvS Advisors in 2011 to advise privately held clients on succession and family governance. Previously, he built a career in Consumer Goods and was a long-time partner at Egon Zehnder in Germany and France.
“30 years ago, it was very much based on a ‘nose factor’ kind of selection, and it has become a really well thought-through search process.“
Andreas' upbringing in a family business gives him special insight into the culture, thought patterns, and habits of family businesses. He can draw a line from pre-Internet ‘nose factor’ talent searches to the current professionalised systems. While the unique nuances of strong family shareholder groups and cultural fit factors are the trump card, competency testing, benchmarking, and sophisticated evaluations are now in play.
“There is one competency that is a little bit difficult to describe, which I would call a special ability to operate in a family business.” 
Succeeding in a family business environment is possible, even if one comes from the corporate world. Andreas believes it requires high emotional intelligence (EQ) and a moderate ego.
Successful candidates must be able to bring family members along on the business journey while preserving relationships. Humility, a sense of humour, and adaptability must overlay real business acumen and competency, as families will ask if the executive or board candidate brings particularly valuable or missing skills to the business.
“Results and values move together, so performance sits alongside legacy and family expectations.”
Within a family business, governance always has more layers, with owners, the board, a family council, and the next generation all in the mix. Leaders must agree on what short-term and long-term really mean for the business, and the same goes for change initiatives. He recommends a clear change contract at the beginning to avoid misunderstandings.
“It takes two to tango… we are in the midst of a fierce war for talent, and that must be taken into consideration.”
For families, there is a ‘search before the search’ to select a search partner that understands their needs and the family culture. Trust is critical. It is also critical to have clear expectations and alignments of what they're really looking for and what good looks like.
Families must also remember it takes two. Quality, independent candidates for executive roles and board positions will have choices. Families just can’t pick the best candidate to serve at their leisure. Instead, there is a certain degree of selling required to get to know each other and build trust. 
The three top takeaways from our conversation are:
1.     Fit and clarity regarding the role and requirements must come first.
2.    Cultural fit often decides the outcome. 
3.   

Come Join The Better Boards Community
We’d love to get to know you! If you’d like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at [email protected].