What it takes to build trust and lead high performance boards with Helen Kurincic FAICD

Helen Kurincic’s journey from the frontlines of critical care to the forefront of corporate governance shows what it takes to build trust and lead high-performance boards in a fast-changing world.

With more than two decades of governance experience across ASX-listed companies, private equity enterprises, not-for-profits and member-based organisations, Helen Kurincic FAICD is a seasoned company director known for her strategic acumen and composure in high-stakes environments. Her leadership journey began at Royal Melbourne Hospital, where she specialised in intensive care nursing — an early training ground in resilience, precision and crisis management.

She is currently a non-executive director and member of the audit committee at Ramsay Health Care, one of the largest private healthcare providers operating across Australia, Europe and the UK. In addition, she is chair of McMillan Shakespeare, a leading provider in salary packaging, novated leasing, asset management and disability plan management.

A strong advocate for system-wide health reform, Kurincic has previously contributed to national policy initiatives, including serving as the first non-pharmacist chair of the Professional Programs and Services Advisory Committee, advising the federal Minister for Health on design and delivery of pharmaceutical services.

Kurincic brings the same passion and purpose for high-performance cultures to community and sport in a voluntary capacity. A Carlton Football Club board member, she is also on its integrity, risk and compliance committee. She mentors elite female athletes from all sporting disciplines through the Minerva Network, is a scholarship assessor with the AICD Chair’s Mentoring Program and also a governance mentor with the Australian Disability Network. Her formal education includes an MBA and executive programs at Harvard Business School and the University of Cambridge Institute for Sustainability Leadership.

What inspired you to seek a board role and how did you secure your first directorship?

I was 30 years old and serving as chief operating officer at an aged care services provider. I believed being on a board would make me a better executive and my current executive experience could be of value on a board. I saw a newspaper advertisement from the Governor-in-Council for a non-executive director on a community health board. While I had hospital and aged care experience, I also  recognised community health as an area that intersects closely with both. The board was lacking deep health sector expertise and was actively seeking someone with health sector strategy skills as well as financial acumen to drive sustainable outcomes for the community. I served on that board from 1997–2001, continuing after I was promoted to CEO in 2000, while pregnant with my first child. 

What was your most valuable learning in your first board role and how have you taken that forward?

My first directorships in community health and then in a major public hospital network gave me a grassroots perspective on governance. But my steepest learning curve came with my first ASX-listed board, DCA Group, a company operating diagnostic imaging services in Australia and the UK and residential aged care in Australia and NZ.

I joined the board in January 2006. In December that year, shareholders voted in favour of CVC Asia Pacific’s $2.7b takeover. I learned a lot from my board colleagues, who had deep listed and global experience. It was my first exposure to the governance rigour of a takeover response.

There weren’t too many, if any, female 38-year-olds on an ASX 100 company board then. As I was still breastfeeding my third child, I had to express during the bathroom breaks. I was fortunate this board experience was a positive one.

Despite the gender, age and background differences, my colleagues were keen to hear my views. I’ve taken that example of encouraging diversity of thought forward into other board roles, particularly as chair.

I continued throughout my executive life to have at least one board position, with each board presenting an opportunity to add value to that company and expose me to new learning. The red thread through my entire career has been healthcare. I’ve sought to acquire experience across its service perspectives — from acute hospitals, community and mental health, residential and community aged care to specialist care, including cardiology, radiation oncology and diagnostic imaging. Plus medical device global supply funding, including health insurance and government committees.

Being across public sector, NFP, private equity and publicly listed entities has given me a near 360-degree view of the system. I’ve taken all those learnings forward within and outside of the healthcare sector. Good governance, risk and strategy is essential on any board — as is a commitment to high integrity.

What are the most critical skills that helped you get to where you are?

A deep understanding of the healthcare sector and its regulatory environment, strategy and operational leadership experience, critical thinking and financial acumen have helped me progress my career. I’ve been fortunate to be part of the evolution of board roles from end of career to a professional career, and to help shape what defines a high-performing board, including diversity of background, experience and thinking.I’m a big believer in what you go through, you grow through. I’ve said yes to opportunities, no matter how difficult the stretch, knowing when others believe in you, there is a responsibility to deliver.

A defining example was my first seven years at Genesis Care. Growing the company from its inception to being the largest in the country was a demanding stretch. However, the outcomes — expanded access and quality in cardiology and radiation oncology, strong financial performance and the development of a high-performing team — made the sacrifices worthwhile.

Serving on the board of health insurer HBF marked my first exposure to insurance and APRA-regulated entities. Early on, I invested time in learning prudential standards and the insurance customer perspective.

Chairing the risk committee heightened accountability internally and externally, particularly during a critical technology transformation stage. Experiences in corporate transactions as both an executive and a NED have been critical. Continuous learning around governance — especially in areas such as cybersecurity, climate reporting and AI — remains essential.

In 2019, while chairing Integral Diagnostics, the team was the first in the country to implement FDA and TGA-approved AI algorithms into radiology workflows. These tools prioritised image analysis to fast-track critical cases for diagnosis and treatment, demonstrating the tangible benefits of AI and the early need for a robust AI governance framework.

Directors must engage with AI — even in its simplest forms — and stay informed about its rapid evolution. This is vital for effective governance across AI strategy and investment, risk management, regulatory compliance, ethics and the development of relevant talent and capabilities.

What advice would you give to executives seeking board roles?

Build relevant experience and your governance credentials through your executive role. Make the most of any opportunities that you may have, such as being involved in transactions like mergers and acquisitions, profit and loss, ownership and growing companies, digital and AI transformations, presenting to boards and leading high-performing teams. Think about the skills and experience you’ve amassed and potential organisations in sectors that may benefit from those skills.

When applying for roles, spend the time to understand as much as you can about the company and the sector to articulate how your skills will add specific value.

Completing the AICD Company Directors Course is always helpful. Ongoing learning in rapidly changing and evolving areas such as cybersecurity, AI, regulation and culture is absolutely essential.

Helen Kurincic is Chair McMillan Shakespeare, non-executive director Ramsay Health, board member Carlton Football Club, mentor Minerva Network, AICD Chair’s Mentor Program; formerly non-executive director HBF, Estia Health, Integral Diagnostics, Sirtex Medical, Principal Healthcare, DCA Group, CEO Heart Care Victoria, Benetas; COO/director Genesis Care.

This article first appeared under the headline 'Getting started' in the August 2025 issue of Company Director magazine.