On Wednesday 25 June, Derwent was delighted to host a breakfast event in Perth to discuss "Building Resilience for Organisational Excellence” . The event bought together over 50 senior HR leaders, offering a unique opportunity for professional development and networking. The session explored the question: How do we help leaders and organisations build resilience to deliver sustainable success? Today's business environments are more complex, and conventional notions of leadership are no longer fit for purpose. The challenges for leaders in 2025 are not just about making the right moves, but the ability to make them under extreme uncertainty – political and international tensions, market volatility, the ongoing evolution of AI, technological advancements, and shifting customer expectations. Layered into this are greater expectations and focus on regulatory changes, sustainability, transition to net zero and psychosocial safety – all while remaining focused on strategy, budgets and creating long-term value for shareholders, customers, teams and other stakeholders. We were joined by Ben Pronk , co-author of The Resilience Shield and a specialist in Risk, Resilience and Leadership in high pressure situations, and Megan McCracken , experienced Executive, Board Member and Leadership Coach. Ben and Megan shared their perspectives on: What makes a resilient leader? What are the signs of organisational resilience – green flags, red flags? How can we improve resilience in organisations to achieve better outcomes? What are the key considerations for talent – current and future? Some key themes and takeaways included: High functioning organisations are characterised by “agreeable disagreement”, where healthy conflict is fostered and a culture of “ritual dissent” is the norm. The relationships between Chair, Board and CEO play an important role in cultivating a resilient culture. They “set the tone to do the things they are here to do”. Decisions should have a strong link to the purpose and vision of the organisation. The adoption of personal mindfulness practices offers a huge opportunity to enhance performance through some relatively simple changes in approach. This is supported by scientific data and an important practice to share with leaders. Psychosocial safety has a significant impact on organisational resilience. Organisations that prioritise psychosocial safety are better equipped to navigate challenges, adapt to change and maintain high performance levels. Personal traits for resilience include internal calm, curiosity, self-efficacy, and courage to respectfully challenge – importantly, these traits can be cultivated and taught. Businesses that continue to invest in personal and organisational resilience and leadership through the cycles are the most likely to have sustainable success. We extend our thanks to Eliza Alford , Principal HR & Legal, and Mike O’Sullivan , Managing Partner, for hosting the event. A special thank you to our guest speakers, Ben and Megan, and to all attendees for contributing to such a valuable and engaging discussion. If you’re interested in learning more or attending a future event, get in touch with us at events@derwentsearch.com.au

Private Equity (PE) is orchestrating a fundamental shift in portfolio company leadership, with the implications reshaping organisations and C-suites across industries. As PE firms continue to adjust to a rapidly changing business landscape, their leadership strategies are evolving to meet new challenges and opportunities. The Strategic Imperative With uncertain exit timelines and valuations under increasing scrutiny, private equity owners are making decisive talent moves to position their assets for the next phase of growth. Many portfolio companies have been held for longer periods, and the need to be “investor-ready” requires an executive team that is future-focused, energised, and able to deliver tangible impact. The shift from traditional leadership to growth-driven teams has become a central component of these strategies. Critical Talent Trends

On Wednesday 21 May, Derwent was delighted to host our "Women in Tech" event in Sydney, bringing together female Chief Information Officers, Chief Technology Officers, GM Tech leaders in the Digital and Technology industry. This session explored navigating the path to the boardroom, offering insight into why it matters to be Board ready in an evolving landscape – where digital transformation, emerging technologies, and strategic innovation are reshaping the expectations of board directors. Recently, there's been a notable shift in boardroom mandates emphasising digital transformation and a deep lense on people and culture background to bring boardroom table.

Derwent are delighted to have co-hosted an event in Perth this week in partnership with FTI Consulting on “The Value of a Great Mining CFO”.

Last week, Derwent had the pleasure of hosting 20 Chief People Officers and senior HR executives from across the professional services industry, at our Partnering with the Partners boardroom breakfast in Sydney.

Derwent are delighted to have hosted over 100 attendees at our Pathway to the Boardroom event in Sydney this week, with guest speakers Inese Kingsmill and Robyn Stubbs .

Derwent is pleased to announce that Graeme Young has joined the firm as a Partner in the Financial Services Practice.

In the 1940’s, women dominated the early days of computing when ENIAC was built. ENIAC (Electronic Numerical Integrator and Computer) was the first programmable, electronic, general-purpose computer. Then the personal computer was released in 1984, and it led to the rise of white male computing, so the number of women in technology rapidly declined.

We are delighted to announce the launch of our Interim Solutions business, led by John O’Leary.