As COO at Tenacious Ventures Group, my role is about more than overseeing operations—it’s to develop scalable interventions that can be applied across our portfolio, strengthening our collective resources, systems, and processes. My goal is to deliver impactful support that increases our companies' chances of success, ultimately generating value for our portfolio, Tenacious, and our investors.

Governance has always been an area of deep interest for me, and especially since joining Tenacious, the question of what makes a great board member has become central to my work. Supporting our portfolio companies effectively requires understanding the challenges of governance in venture-backed startups. This question also resonates across the investment industry, where it’s common for investors to take board seats in the companies they back.

Last year, I did a deep dive to explore this question from three angles: the role of industry-specific knowledge, the skills needed to be an effective director, and a systematic approach to governance. 

This deep dive was enabled by a confluence of experiences: participation in the WILD for STEM leadership program, completing the Australian Institute of Company Directors (AICD) Course, earning my GAICD certification, continuing to serve as a non-executive director for a nonprofit, and observing the board meetings of three distinctly different companies. Each offered a unique perspective on governance, providing insights into the ways boards can shape an organization’s strategy, culture, and resilience.

For those outside the boardroom, governance often seems dry or even irrelevant. But for those who’ve experienced its true impact, governance is the backbone of a company’s resilience and long-term success. It’s the framework that aligns an organization’s mission with its strategy, fosters accountability, and safeguards stakeholder interests.

One of my most valuable insights is this: good governance doesn’t happen by accident—it’s a deliberate, strategic choice. Effective boards prioritize inclusivity, strategic thinking, and risk awareness to create organizations that adapt and thrive, even in the face of uncertainty.

In this five-part series, I share insights from my governance journey so far—lessons from my board observerships, practical takeaways for founders and investors, and reflections on the complexities of governance in venture-backed startups.

• Culture Starts at the Top: The Power of Boardroom Openness and Inclusion
• Embracing Good Governance and Board Dynamics
• The Challenges and Nuances of Founder-Led Boards
• Navigating Governance from Both Sides of the Table
• What Makes a Good Board Member?

Acknowledgments and Gratitude

I’m deeply grateful for the generosity and openness of all the boards that welcomed me, and especially Sandford Capital, as well as the WILD for STEM program, which supported my development. These experiences have shaped my perspective and equipped me to contribute meaningfully to the evolving role of governance in building resilient companies.