The founder-turned-director who launched her own modelling agency at age 21 outlines how curiosity, rigorous governance and authentic brand focus can help boards balance risk, opportunity and trust. Listen to the whole interview on the latest episode of the AICD podcast Boardroom Confidential on Apple Podcasts or on Spotify.
When Taryn Williams launched her first company, Wink Models, she wasn’t seeeking to be remarkable — just to fix something that felt unfair. Models were waiting up to 90 days to be paid. “No other industry worked like that,” she says. “I thought, I’m going to start my own agency and treat people with respect.”
That boldness became the launchpad for a career defined by innovation and reinvention. Williams went on to found and scale multiple businesses and exit two. She now sits on the boards of Fishburners, REELise and Next25 also recently completed the AICD Company Directors Course.
Seeing around corners
An early adopter of technology, Williams built systems to streamline operations at Wink, sparking her next idea. Seeing brands demand faster, digital-first content, she launched The Right Fit—a two-sided marketplace connecting brands with creative talent.
“Success came from staying aware of the broader ecosystem,” she says. “I’ve always tried to adapt early to industry changes, rather than react late.”
Scaling quickly brought challenges. Williams realised she needed to raise capital, formalise governance and build a board that could challenge her thinking. “I wasn’t a technical founder,” she says. “I needed people around the table who had those skills.”
That humility became one of her biggest lessons. “As soon as you become the bottleneck in your organisation, it’s time to hire or bring in advisers. A great board doesn’t slow you down—it gives you the rigour and focus to grow faster.”
Letting go and moving on
Selling The Right Fit was emotional. “You realise it’s not just a company — it’s people, culture, years of your life,” she says. “But you also have to accept it’s going to have a life beyond you.”
Letting go sharpened her empathy as a director. “I’ve sat on both sides — founder and board member — and it’s given me perspective. I understand how hard it can be to hand things over and have others interrogate your decisions. But that’s where good governance adds value.”
The technology mindset shift
Transitioning from founder to director required a mindset shift. “As a CEO, you’re solving problems. As a director, you step back, look at the macro view and support rather than execute.”
Early on, she had to remind herself not to problem-solve. “You’re there to challenge management, not to do their job,” she says. Over time, she came to love the discipline of governance. “It works a completely different part of your brain.”
Williams now champions curiosity and empathy in the boardroom. “I consider myself in permanent beta. There’s always something new to learn—especially now.”
Her experience across creative and tech sectors gives her a front-row seat to the collision of brand, reputation and AI. “Too often, brand has been treated as marketing’s problem,” she says. “But it’s absolutely a board issue.”
Boards must understand how authenticity and reputation shape customer trust and enterprise value. “AI lets brands create personalised content at scale—but it can destroy trust if used without care.”
She believes every board should ask: Do we have an AI strategy? How are we building trust while using these tools responsibly? Only one of her boards has a defined AI strategy, she admits. “Most are still working out how to balance innovation with governance.”
.jpg)
The next generation of board skills
Williams predicts boards will evolve from generalist to specialist composition. “We’ll see directors with skills in cyber, AI and brand,” she says. “Boards have long been heavy on legal and finance, but light on marketing and innovation.”
Beyond technical expertise, she sees emotional intelligence as the defining skill of the future. “It’s the one thing AI can’t replicate—empathy, judgment and the ability to manage people through change.”
She urges boards to focus on opportunity as well as risk. “Boards are great at spotting what could go wrong. But the best ones ask: What’s next? Where’s the growth? How can we shape the future?”
Learning again
Williams’ appetite for learning remains strong and completing the AICD Company Directors Course surprised her. “I thought it would be dry—five days of governance—but it was incredible. The discussions, diversity and real-world examples were everything I hoped board life would be.”
The experience reaffirmed her belief in continual learning and the power of diverse perspectives. “That’s what makes a great board,” she says. “Different opinions, robust conversations and people who never stop being curious.”
Latest news
Already a member?
Login to view this content