Emma Weston

BA, LLB (Hons), MBA
Chief Executive & Managing Director, Featherston Resources Limited

A former lawyer and management consultant, Emma joined FRL in April 2008 as its chief operating officer, being appointed Managing Director in November 2008. Emma has had a long career in agribusiness at various management levels. Emma has a Masters of Business Administration (MBA) from the Australian Graduate School of Management and has consulted to major agribusinesses both in Australia and overseas. In 2006, Emma joined Agfarm Pty Ltd and was responsible for the development of its internal services, grower communications and technology units, the national expansion of its broker network and the formation of strategic alliances.
 
Based in Sydney, Emma and her family own and operate a grain farm in Central West NSW. Emma remains a non-executive director of Agfarm Pty Ltd and is a member of the advisory Board of Sustainable Soils Management Pty Ltd. Emma is also the co-founder and a former director of the CLEAR Group (recently sold to New Zealand Stock Exchange Limited), Australia’s leading online physical grain exchange and commodities clearing house.

WOB: We have a growing number of young women at WOB who are ambitious but yet to take on their first directorship of any kind. Can you outline some helpful points based on your experience?

EW: As a younger aspiring director, it is very important to be clear about what you are after in a directorship and what you have to offer.  When experience is limited, it is important to focus on a demonstrable skill set that is backed by a passionate approach and a good dose of realism.

Quite early on in my career I decided that becoming a company director was a path I was interested in pursuing. At first this was perhaps not much more than a thought in the back of my mind, but gradually I took on more of a planned approach. I started engaging with directors I knew or was able to be provided introductions to, as well as senior managers. I also developed an informal mentoring relationship with one of my former managers which is ongoing today.

I talked through my aspirations and goals with my family and received some invaluable feedback as a result and some great introductions and networking opportunities.

Finally, I set a couple of clear and unambiguous goals. This sounds simple but I took my timelines very seriously. Working with clear deadlines forced me to be realistic about the industries and types of companies I could offer value to as a director.

WOB: How did your directorship opportunities presented themselves and what recommendations about finding opportunities you can make to young aspiring directors?  

EW: I have been lucky enough to have worked (in varied capacities) with the companies that I have been appointed to prior to my appointment.  This has given me an opportunity to establish my credentials, to create positive working relationships with team members, shareholders and other directors.  It has also meant that I have hit the ground running and could provide immediate value.

Being active members of groups like Women on Boards is a fantastic way of finding out what opportunities are out there.  As the old saying goes you need to put yourself in the way of luck or opportunity so being actively involved (I stress actively ? it is not enough just to pay membership fees or attend events) in networking groups, director and business councils and industry associations is one way of engaging.

Based on my experience carefully targeting suitable industries and companies as a potential director or committee/advisory member can also provide a means of ‘breaking in’. Ensuring your CV is up to speed and is not just a job history but instead a powerful marketing tool for you as an aspiring director is also very important. Do some interview practice; perhaps apply for a position or two for the experience only so you are prepared for when the right role comes up.

It is important to recognize that a directorship pathway is usually planned and can involve several interim steps. Tell others of your plans; they just might be able to help you along the way.

WOB: Can you share your experiences and provide insights into what works at the application and interview stages of appointment?

EW: Be prepared (that goes without saying) but don’t prepare alone.  Your view of yourself, your skills, attributes and experience should be tested by asking a trusted colleague or an organization, like Women on Boards for their views, assistance in reviewing and redrafting your CV and your response to any application requirements as well as preparing for the interview itself.

Not all positions involve formal interviews; sometimes meeting the chairman or select members of the board informally is a first step prior to more formal processes. The purpose of the informal catch up might be for each party to size each other up. ‘Fit’ is very important and board composition is usually driven by having a mix of appropriate skills and experience as well as trying to ensure positive board dynamics.

WOB: What skills do you find useful in being a director?

EW: Executing your responsibilities as a director requires preparation, organization and diligence. The ability to integrate strategic and operational thinking can also be helpful so that as a conceptual thinker you still have an eye for detail. I try to ensure that I have a full financial understanding, am up to date operationally and then focus on contributing to the strategic agenda.
 
Whilst the board plays a vital role in any organization, it is also important to let management get on with their job, to be supportive whilst not being afraid to question. I usually prepare any questions prior to a meeting and note these on my board papers, I appreciate that no one likes surprises or being caught out, so if any of my questions or views might be contentious I discuss them with the chairman and/or managing director prior to a meeting. No doubt my views on this are influenced by my current role.

Finally, I think that in the beginning it can be helpful to temper natural enthusiasm in your new role.  By respecting the experience of others who have probably been around longer, there is an opportunity to learn not only about the company and industry you are working with but also about board room etiquette, style and to extend corporate governance knowledge and general confidence.

WOB: What are the benefits of being a director and would you recommend the path to others?

EW: Directorships are not for everyone, they come with strings attached: risk, legal and broader responsibilities and impacts on your available time. Meetings are not always in working hours and you need to be committed to company goals and objectives. However, directorships offer a unique way of working with and contributing to businesses and organizations. Boards can be lively learning grounds and you will meet inspirational people and have the opportunity to play a key leadership role in your organization.

Key benefits for me have been meeting new people, extending my networks, developing leadership skills in a non-executive context and gaining in-depth knowledge in industries and sectors of interest to me. I am sure this has improved my performance as a manager and enhanced my leadership and engagement skills on a daily basis.

WOB: We know that women need to start thinking about Directorships early on in their careers. Please share your thoughts on how young women age may do this.

EW: It is never too early to start thinking about and planning your directorship path. Given than for many of us there will be a number of steps on this path which will include gaining skills, extending networks, gaining professional expertise or reputation; developing a planned approach is best.

Consider doing this as part of your professional development in the organization you work with now. If you don’t have a mentor or a more senior, experienced colleague or former manager you can turn to for advice and feedback, make this a priority and include them in your ongoing planning.

Depending on the type of directorships and industries you are targeting raising your profile may be important. Consider up-skilling opportunities and be committed to investing in your development. When opportunities for leadership come your way, be proactive in taking them on. It is also important to critically review your progress, there may be blips along the way, don’t be discouraged by this but use them as feedback mechanisms; be confident and enthusiastic as you pursue your goals.