Lauren Ganley is a Kamilaroi woman from Darwin whose ability to foster connections and build networks, along with a commitment to empowering her people to make a difference, has underpinned a remarkable career.
Lauren Ganley GAICD started working in sales with Telstra in the early 1980s, when the communications giant was a government entity known as Telecom Australia. More than three decades later, she took a break to live in Adelaide, before returning to the Northern Territory to become CEO of Desert Knowledge Australia, helping remote First Nations communities access water, green energy and other vital resources.
Ganley worked in First Nations consulting with professional services multinational PwC, then returned to Telstra almost a decade ago to head up their First Nations Directorate overseeing Aboriginal community support.
Now chair of Kakadu Tourism, she has featured as one of the Australian Financial Review’s “Australia’s 100 Women of Influence” — acknowledging her long-standing contribution to supporting First Nations people and their communities.
What inspired you to seek your first board role and how did you secure it?
I used to think director roles were something you did when you retire. But I’ve realised it’s not about waiting until you feel ready, it’s about recognising the value you can contribute now, drawing on the experience and skills you’ve already gained.
I didn’t actively seek board roles. My journey started around 15 years ago when I joined my first government advisory committee, relevant to my role heading up Telstra’s First Nations directorate. That was the start of becoming more visible and, through my Telstra role, contributing to public discussions, panels and thought leadership.
A pivotal moment came in 2011 when I was appointed to Prime Minister Julia Gillard’s expert panel on constitutional recognition. It was an incredible opportunity to work alongside prominent leaders such as the co-chairs Patrick Dodson and Mark Leibler AC FAICD, and fellow panel members including Megan Davis, Marcia Langton AO, Mick Gooda, Noel Pearson and Timmy Burarrwanga. That appointment significantly raised my profile and opened new doors.
My first formal directorship was with Kakadu Tourism in 2013. I was appointed by Indigenous Business Australia (IBA) as an independent director. What I love about this role is working closely with the local Bininj people, supporting their aspirations while also embracing the responsibilities and impact that come with being a director.
What were the critical skills that helped you get there?
Visibility doesn’t just happen — you have to put yourself out there, often beyond your comfort zone. I’d say one of the most important skills has been leadership through public speaking — being willing to step into forums, panels and discussions where I could contribute meaningfully. I say to younger people, if you want to be outstanding, you have to be prepared to stand out.
Just as important is how I engage with people and communities. Building and maintaining strong relationships — whether in community settings or around the board table — has been key. I’ve always been prepared to advocate and stand up for what I believe in.
Board roles give you a platform to push boundaries and amplify your voice. I consistently challenge the status quo, especially around increasing Aboriginal employment, driving procurement opportunities and embedding cultural education. Being on a board doesn’t mean everything gets done immediately, but it does mean you can get things moving — and that matters.
What was the most valuable learning on your first board, and how have you taken that forward into other board roles?
One of the most important was that trust takes time — and time isn’t always measured in the way Western governance structures expect. The conventional approach to board tenure doesn’t always align with the realities of working in community. People need to see you consistently and genuinely show up before trust is built.
My role with Kakadu Tourism has always been about supporting the long-term goal of full Aboriginal ownership of the businesses. That means listening deeply and helping to strengthen local governance. I learned early on that progress doesn’t come from rushing decisions. It comes from patience, respect and shared understanding.
If we’ve got local First Nations people on boards and I can see things are going too fast or someone might want to speak, I can say, “We need to slow down.” I try to help create an environment where we’re not running a million miles ahead. I work for a corporation, so I understand that sometimes you need to get things done quickly. But that approach doesn’t always work.
Growing up in Darwin, I was shaped by the wisdom of Aboriginal women from Arnhem Land, who took me crabbing and hunting, taught me how to make damper and generously passed on their cultural knowledge. I still maintain strong connections in Arnhem Land and I’ve come to understand that relationships are at the heart of everything.
They taught me that the Aboriginal way is not to think about what your title is or what you’ve done, it’s about human relationships. In Aboriginal culture, it’s not about your job title or resume — it’s about who you are and how you show up for others. That lesson continues to guide me.
What advice would you give C-suite executives or emerging directors seeking their first board role?
Start by understanding your strengths and how they align with the needs of a board. Be clear on the unique value you bring — whether it’s strategic insight, industry expertise or community engagement. A great way to build experience is by joining advisory boards or NFP committees. These roles not only provide practical exposure, they also demonstrate your commitment and readiness to contribute meaningfully.
Make your intentions known. Let your professional network know you’re seeking board opportunities. Attend conferences, speak on panels, connect with current board members and influencers and maintain a presence on platforms like LinkedIn. Also, consider who in your network could act as a sponsor or mentor — someone who can advocate for you and open doors.
I was a mentor in IBA’s mentoring program. My mentee would come to my board meetings, I’d talk to him about how to prepare for meetings and we’d debrief afterwards. He was already a confident person, but I hope I might have shared some tips he’s taken on — around being prepared.
To be an effective director, I recommend the AICD Company Directors Course. I did it in 2013, back when it came in two massive folders with five modules each.
The course gives you a comprehensive understanding of what board membership involves — from legal and ethical responsibilities to risk, strategy and finance. Even if you bring a specific skillset to the table, you need to be across all areas of governance to be truly effective.
This article first appeared as 'Human touch' in the November 2025 Issue of Company Director Magazine.
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