Shirley McLeod is a Wellington based project management professional with over 25 years’ experience in the public sector, spanning strategy, policy, programme and project delivery. She is also an emerging governance leader who has taken a deliberate and structured approach to building a governance career alongside her fulltime job.

In this snapshot video, Shirley gives quick step-by-step actions that kickstarted her board career – from harnessing work experience to writing a governance CV to arranging networking coffees.

Shirley is a mother of two teenage boys and is open about balancing governance, professional leadership and family life. She sees this balance as an important part of role modelling leadership, contribution and service – both in the boardroom and at home.

Take a deeper dive into Shirley’s governance journey. In this short video, Shirley talks about how she set a strategy to get into governance and the tangible actions she put in place to achieve it. She discusses how she is creating a board career as a long-term outcome for her and her family.

A deliberate move into governance

Shirley’s governance journey began in November 2023 when a coffee conversation with a recruiter prompted her to consider governance as a possible next phase of her career. Governance had not previously been on her radar. That conversation led Shirley to take a long-term view of her professional life. She put in place a 20-year horizon, asking herself what she wanted her work to look like as she moved toward the later stages of her career. Governance appealed as a natural progression from senior leadership roles in the public sector – shifting from operational delivery to strategic oversight, stewardship and long-term impact.

Rather than rushing into applications, Shirley treated governance as a deliberate career transition, investing time in building capability, confidence and visibility.

Building capability and confidence

A key early step was joining the Institute of Directors (IoD). Shirley completed three IoD Essentials courses covering governance fundamentals, strategy and finance, which gave her a strong baseline understanding of board responsibilities and director expectations.

Through this learning, Shirley realised she already possessed many core governance skills, including strategic planning, financial oversight, risk management and stakeholder accountability. However, she had not previously recognised them as governance capabilities.

She continued to build her knowledge through the Iti Kōpara Crown Entity Governance Programme, and free governance and leadership learning via the Ministry for Women's Leadership Learning Hub. This structured development helped her overcome early self-doubt and gave her the confidence to put herself forward for board roles.

Reframing experience through a governance lens

One of the most important steps in Shirley’s journey was developing a governance specific CV, distinct from her professional CV.

Rather than listing roles and responsibilities, Shirley reframed her experience against recognised governance competencies, such as strategy, financial acumen, risk, organisational culture and accountability. With feedback from experienced directors, she refined the CV to clearly articulate the value she could bring to a board.

This reframing helped Shirley understand that governance experience does not begin with a board appointment – it begins with how existing experience is understood and presented.

Networking with purpose: the “coffee strategy”

Shirley was highly intentional about networking. She posted on LinkedIn, openly stating that she was exploring governance and inviting conversations with experienced board members. Over a couple of months she met with 10 directors for coffee.

These conversations helped her understand different board pathways, gain feedback on her governance CV, build confidence talking about governance and increase visibility for board opportunities. One of these connections led directly to her first board appointment.

First board appointment: Louise Nicholas Trust

In March 2024, Shirley was appointed as a Trustee of the Louise Nicholas Trust, a not-for-profit organisation supporting survivors of sexual violence.

She was shoulder tapped for the role after a contact saw her LinkedIn post and recommended her to the Chair. Before meeting the board, Shirley shared her governance CV and researched the trust’s kaupapa and strategic priorities to ensure strong alignment with her experience and values. 

On the Board, Shirley contributes public sector expertise, project and change management skills, and experience working with sensitive stakeholder groups. She has supported strategic discussions and contributed to the development and refresh of the Ttrust’s multiyear strategy.

Shirley sees not-for-profit boards as a highly credible and valuable entry point into governance, offering real boardroom experience while making a meaningful community impact.

Crown entity governance: Real Estate Authority

In early 2024, Shirley was appointed as a Future Director on the Real Estate Authority (REA) Board.

She was identified through the Ministry for Women's Board Nominations Service, having also registered via the Treasury and Te Puni Kōkiri nomination services. During the selection process, Shirley met with the Chair and Chief Executive and demonstrated how her public sector and project leadership experience aligned with the REA’s strategic direction.

Through this observer role, Shirley has gained firsthand experience of Crown entity governance, including the heightened accountability and compliance requirements of statutory boards. She notes the importance of maintaining organisational purpose and strategic direction while operating within legislative frameworks and changing government priorities.

As part of the Future Director programme, Shirley is formally mentored by the Deputy Chair. This mentoring, including pre and post meeting discussions, has accelerated her learning and confidence in the boardroom. Attending the IOD Company Directors Course while with the REA Board also helped to cement governance best practice learnings in the real world.

In December 2025 after 20 months as a Future Director, Shirley was formally appointed to the REA Board for a three-year term.

Cultural capability as a governance asset

Shirley brings approximately seven years’ experience in Māori development, including working in Te Ao Māori environments and applying tikanga Māori in public sector contexts.

This cultural capability has been particularly valuable in Crown entity governance, where Māori communities are key stakeholders. Shirley views cultural competence as an essential governance lens that strengthens decision-making, strategy and community outcomes.

Start small, think long-term

Shirley’s governance journey has always been underpinned by long-term thinking. Beginning in her mid 40s, she considered what she wanted her working life to look like in her 60s – with greater flexibility, fewer operational demands and a stronger focus on strategic contribution.

Governance offers a way to continue contributing meaningfully while working differently and Shirley has been intentional about building her portfolio gradually, using early roles as stepping stones rather than end points.

Giving back

Giving back is a strong motivator for Shirley. She recognises that not-for-profit organisations often lack access to the expertise available to larger entities and she sees governance as a way to apply her professional experience where it can make a tangible difference.

For Shirley, governance is about stewardship, service and contributing to stronger communities.