Lucy Griffiths never set out to build a career in governance. It wasn’t on her career plan, nor something she imagined herself doing at a young age. Yet more than two decades on, she has built a respected governance portfolio spanning agribusiness, regional development, iwi investment, government entities and community trusts – alongside running her own export business and raising two children.
In this snapshot video, Lucy says you don’t need to look far to find board roles around you – particularly if you live outside big cities
Her governance journey began not with ambition but with opportunity and the courage to say yes. That courage was influenced, in part, by the environment she grew up in, surrounded by women who led. Her mother, grandmother and great‑grandmother all held governance roles in their communities and at national levels. Seeing women make decisions and hold authority made governance feel accessible, even if she didn’t yet imagine herself in those roles. “When you see it, you can be it,” she reflects.
Take a deeper dive into Lucy’s governance journey. In this short video, Lucy provides practical tips to start and build your board career. This includes local opportunities to look out for and tangible steps you can take if you live regionally. Lucy gives examples of her regional board work.
An unexpected first step
Lucy's first governance role came through the Food and Agribusiness Market Experience (FAME) programme, an international development opportunity that brought together emerging leaders from across the food and fibre sector. After completing the programme, the alumni collectively decided to establish a trust to keep the network alive and fundraise so others could access the experience in future.
At the inaugural meeting, trustees were needed. Senior, highly experienced governors encouraged Lucy to put her hand up – specifically seeking female representation on the board. Despite having no formal governance training and feeling far from ready, she agreed. That voluntary trustee role became her introduction to governance.
In the early days, Lucy contributed through organisation, administration and logistics. She learned by observing seasoned board members, watching how decisions were made, how relationships were managed and how governance differed from management. With no formal governance background, she relied on curiosity, preparation and relationship building foundations that would shape her governance style for years to come.
Building momentum through experience
Lucy describes her governance career as a “snowball effect.” Each role built capability, confidence and credibility, leading naturally to the next opportunity. Importantly, her governance journey accelerated when she stepped away from working for others and established her own business. Being self-employed gave her the flexibility to accept governance roles and manage the time commitments that come with them.
Rather than following a carefully mapped strategy, most of Lucy’s roles came through referrals and reputation. People observed her contribution and encouraged her to apply for roles aligned with her skills, particularly her background in sales and marketing, which brought a valuable stakeholder and customer lens to boardrooms often dominated by legal and financial perspectives.
A key turning point was engaging specialist support to review and reposition her governance CV. This shifted the focus from executive experience to board level value and helped her articulate what she brought to governance tables. Through this process, she began applying for larger commercial entities and local body roles, including elected positions. Her first paid board role came several years after her initial voluntary trustee experience.
Learning governance on the job and in the classroom
While Lucy learned much of governance through experience, she also invested heavily in formal training over the past decade. She has completed a company directors' course, chairing the board course and an advanced director's course. She did this alongside ongoing professional development through governance networks, podcasts and peer learning.
These programmes deepened her technical capability, strengthened her confidence and provided the credibility needed to step into senior director and chair roles. Lucy is a proactive learner – often calling CFOs ahead of meetings to strengthen her financial understanding and preparing thoroughly so she can contribute meaningfully around the board table.
Mentors, sponsors and stepping into leadership
Mentorship has played a pivotal role in Lucy’s progression, though it has largely been informal. Chairs and senior directors who recognised her potential became allies, advocates and champions.
One Chair in particular invited Lucy onto a board because of her marketing expertise, then actively mentored her throughout her tenure. When he stepped down, he encouraged Lucy to succeed him as Chair, continuing to support her as a sounding board as she grew into the role.
As Chair, Lucy learned that leadership is less about dominance and more about listening, facilitating robust discussion and guiding boards toward consensus. She models inclusive leadership, ensuring all voices are heard, managing time well, and focusing boards on clear decisions and actions.
Governance, motherhood and inclusion
Lucy’s governance journey has unfolded alongside marriage, pregnancy, breastfeeding and raising two energetic boys. Navigating board responsibilities during early motherhood was challenging, particularly in environments not designed with working parents in mind.
Supportive and inclusive people in chair positions made all the difference – allowing her to attend remotely, send written input when needed or bring her baby to meetings. Lucy credits these leaders with enabling her continued contribution and believes strongly that boards benefit from diversity across life stages, including parents with young children.
For Lucy, governance has offered a sustainable way to balance professional impact with family life. Board work provides structure and flexibility, allowing contribution at a high level without the rigidity of traditional executive roles.
Values, culture and long-term stewardship
Lucy’s governance philosophy is grounded in values – integrity, empathy, respect and long-term stewardship. Her work with Māori organisations has deepened her cultural competence and reinforced the importance of trust, humility and relationship-based leadership.
While Lucy does not whakapa Māori, her early exposure to te ao Māori through kapa haka, her work with Tōhu Wines and Wakatū Incorporation, and her ongoing learning laid the foundation for meaningful engagement. She now serves on a Māori investment board, bringing commercial governance expertise while continuing to learn from kaupapa Māori perspectives.
She sees governance as a collective responsibility – one that requires courage to challenge, humility to listen and wisdom to know when to say no.
Looking forward
Lucy believes the future of governance is global, digital and increasingly diverse. Technology enables cross border boards, while values alignment remains critical. She is excited by the potential for international governance roles where she can bring an Aotearoa New Zealand perspective to global organisations.
Her advice to women considering governance is simple and practical. Start where you are. Volunteer locally. Do it well. Invest in training. Seek feedback. Adjust your lifestyle early to create flexibility. Ask for help. And, most importantly, say yes before you feel ready.
For Lucy Griffiths, governance is not about status or titles. It is about service, stewardship and having the courage to step forward when opportunity calls.