Want a board seat in 2027? Start with your CV

A strong career doesn’t automatically translate into a board appointment. To stand out in 2027, your CV needs to do more than list achievements – it must show how your experience, judgement and expertise can add value in the boardroom. Executive recruiters share how to make yours stand out. 

For those wishing to explore or expand a portfolio career, the New Year’s resolution that can pay the most dividends is upgrading their curriculum vitae.

“Your resume may get 15 seconds of consideration,” says Richard Triggs MAICD, founder of Arete Executive and author of Uncover the Hidden Job Market. “You want to articulate your value as a potential board director as quickly as possible.”

The lesson? Your CV should be an attention grabber, not a list of job titles, qualifications and career achievements, with no mention of how you can help solve a board’s pain points, be they cyber security or ESG.

Translating executive achievements into evidence of governance capability, addressing career gaps honestly and reframing experience – from leading a major transformation to managing a complex stakeholder relationship – are also key.

"Boards in 2027 are not buying careers or credentials – they’re buying better collective judgement,” says Joe Karsay, a partner at Johnson Partners, who has appointed governance professionals across ASX 50-listed companies. 

“The question every chair is really asking is, will this person improve the decisions this board makes? Candidates who answer that directly, with evidence, are the ones who stand out.”

Top skills in 2027 

"For 2027, I expect strong demand for commercial judgement, disciplined capital allocation and the ability to assess the opportunities and risks of AI and cyber,” says Karsay. 

“The differentiator will be evidence of making difficult investment choices, navigating disruption and protecting long-term value.”

While every board has different needs, some capabilities remain consistently important, says Jarrod McLauchlan GAICD, founder of Hazel Executive & Boards and a member of the AICD’s Victorian Division Council.

“Risk is a key consideration,” he says. “AI is on everyone’s mind, digital transformation is happening across most organisations and cyber security is clearly a priority for many directors. 

“But financial sustainability is also important. Budget constraints and financial security are absolutely front of mind across the public and for-purpose sectors.”

Two attributes becoming increasingly important from 2027 onwards – intellectual curiosity and adaptability, says McLauchlan. 

“It’s about hiring directors for today, but also for three to five years down the track. Are they able to challenge their assumptions? Can they evolve alongside the organisations they’re governing?”

Presenting achievements 

Rather than recounting your career, a board CV should explain why your experience matters to an organisation now.

“Show the decisions you influenced, the trade-offs you weighed and the outcomes, then connect that directly to the board’s strategy, risks and capability gaps,” says Karsay.

“Move the story from delivery to choice. For a transformation, explain the investment trade-offs and the risks you accepted or rejected – not just the milestones. For a complex stakeholder relationship, explain how you balanced competing interests against long-term consequences.”

Triggs takes a similarly practical approach. “Tell them why you’re awesome, not that you sat on a board for five years and were on a committee.

“We’re talking about three or four quantifiable achievements that can be put in bullet point form.”

Remember, there’s a fundamental difference between executive success and demonstrating governance capability, says McLauchlan.

“Managing a significant budget may be impressive, but the question is, what does it demonstrate about your financial judgement, risk management and strategic oversight? Those are the things you really want to highlight.”

Demonstrating alignment

If your goal for 2027 is to move between sectors, how can you make your experience relevant?

Consider an executive with a banking background seeking a governance role with a trade organisation. Their industry experience may differ, but their understanding of regulation, accountability and risk could be highly transferable.

“Look at the synergies between your experience and the board role you’re pursuing,” advises McLauchlan. “Banking is a highly regulated environment. Emphasise your understanding of stakeholder expectations, public accountability, reputation and the broader regulatory environment in which you’ve operated.”

By doing so, you help hiring managers and nominations committees see that you understand their environment and can reduce the risks associated with the appointment, he adds.

Of course, while relevant expertise matters, so does the ability to listen, challenge constructively and improve collective decisions, says Karsay. 

“Time capacity and potential conflicts are also scrutinised hard – and early.”

Addressing career gaps 

Perhaps you were on stress leave for a year, or you took time off to care for a family member? 

“You’ll often see people take sabbaticals during their careers,” says McLauchlan. “Executive and board roles are demanding, particularly given the complexity of the current marketplace. I don’t think taking time out is a bad thing at all.”

Triggs acknowledges that career paths are becoming less linear.

“In this crazy world, there has been a lot more disruption. A candidate may even have had two or three roles in five years. Maybe they even took a two-year sabbatical to write their memoir.”

Both he and McLauchlan advise providing a clear explanation and always telling the truth.

Doing your homework 

Should you customise your CV for each board application? Absolutely. 

“One of the most important things we look for in a candidate is whether they’ve genuinely done their homework,” says McLauchlan.

“In most cases, boards are clear about the capabilities and experience they’re seeking. “The strongest candidates take the time to understand those requirements and demonstrate how their experience, judgement and perspective will meet the board’s needs.”

Ultimately, it’s not about having the most impressive person in the room, he says. 

“It’s about demonstrating why you’re the best person for that particular board. If you can show that you’ve done your due diligence and explain why you’re genuinely right for that organisation at this time, you’ll have a much stronger CV.”